the manager's pocket guide to spiritual leadership (manager's pocket guide series)

The Manager’s Pocket Guide to

SpiritualLeadership

Transforming Dysfunctional Organizations into Healthy Communities

Richard Bellingham, Ed.D.Julie Meek, DNS

HRD Press, Inc. • Amherst • Massachusetts

© 2001 by HRD Press, Inc.

All rights reserved. Any reproduction in any media of the materials that appear in this book without writtenpermission from HRD Press is a violation of copyright law.

Published by:

HRD Press22 Amherst RoadAmherst, MA 010021-800-822-2801 (U.S. and Canada)413-253-3488413-253-3490 (FAX)www.hrdpress.com

ISBN 0-87425-617-8

Cover design by Eileen KlockarsEditorial services by Sally M. FarnhamProduction services by Anctil Virtual Office

Printed in Canada

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Am I living in a dysfunctional organization? . . 1Is it academic? . . . . . . . . . . . . . . . . . . . . . . . 2All we need is love. . . . . . . . . . . . . . . . . . . . . 4Wanted: remarkable people . . . . . . . . . . . . . . 6

I. How Do You Recognize a Healthy Community When You See One? . . . . . . . . . . . . . . . . . . . . . 7

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . 7How do you know a healthy community

when you see one?. . . . . . . . . . . . . . . . . 81. Physical indicators of a healthy

community . . . . . . . . . . . . . . . . . . . . . . . 82. Intellectual indicators of a healthy

community . . . . . . . . . . . . . . . . . . . . . . . 123. Emotional indicators of a healthy

community . . . . . . . . . . . . . . . . . . . . . . . 20

4. Spiritual indicators of a healthy community . . . . . . . . . . . . . . . . . . . . . . . 27

II. Soul Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . 31Russ Campanello

Merging technology with heart . . . . . . . . . 32Dr. Dorothea Johnson

A pioneer with determination . . . . . . . . . . 37Dr. Barry Cohen

Innovation in the midst of crisis . . . . . . . . 41Stuart Sendell

Community involvement with wit and wisdom . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Sister Nancy HoffmanLeadership with spirit and compassion . . 50

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Table of Contents

III. The Transformational Process. . . . . . . . . . . . . . 53That “unsettled” feeling . . . . . . . . . . . . . . . . . 53Transformation Step 1:

Understand the degree of your organization’s dysfunction . . . . . . . . . . . . 55

Transformation Step 2:Develop the discipline to use a systematic process . . . . . . . . . . . . . . . . . 61

Transformation Steps 3 and 4:Increase readiness: assess organizationalcommitment and capacity to change . . . . 64

Transformation Step 5:Identify what great results look like: theDiagnosis phase . . . . . . . . . . . . . . . . . . . 67

Transformation Steps 6 and 7:Involve people, benchmark possible solutions, and identify exemplars: the Design phase . . . . . . . . . . . . . . . . . . . . . 69

Transformation Step 8:Impact the culture: the Delivery phase . . . 73

Transformation Steps 9 and 10:Measure the results and take the long-term view: the Determination phase. . . . . 77

Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Epilogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

Appendix A: Indicators of Healthy Communities . . . . . . . . . . A-1

Appendix B:Possibilities Profile . . . . . . . . . . . . . . . . . . . . . . B-1

Appendix C:Quality of Work Life Survey. . . . . . . . . . . . . . . . C-1

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . R-1

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I-1

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The Manager’s Pocket Guide to Spiritual Leadership

Sole leadership was good in an independent and com-petitive world. A quick review of the past millennium bringsto mind hundreds of courageous men and women whoaccomplished extraordinary feats through their fierceindividualism and their uniquely heroic acts. Yes, soleleadership produced unprecedented results in the lastmillennium. And it will fail in the next.

Leadership in the future will require a new style. Leaderscannot just go it alone and expect to succeed. A criticalmass of committed and capable people is required forsuccess. In a global, interdependent, and collaborativeworld, organizations need soul leadership to continue the momentum that was established during the lastdecade of the 20th century.

Downsizing, restructuring, re-engineering, cost cutting and de-layering have stripped corporations of whateversoul they had. Soul sick and spiritually impoverished,corporations face a new millennium that will impose new demands to create organizations that respond to the physical, emotional, intellectual, and spiritual needs of its employees. With pockets full, but with empty hearts,corporations face the most compelling challenge in history:to find and nourish their soul as a prerequisite to profits,performance, and productivity.

What is Spiritual Leadership?The single most significant difference between leadershipin the 2nd Millennium and leadership in the 3rd Millenniumwill be the difference between sole leadership vs. soulleadership. While sole leadership is characterized byindependence, competitiveness, authoritarianism,obedience, and self-aggrandizement; soul leadership willbe noted by its emphasis on interdependence, creativity,collaboration, and community development.

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Preface


Soul leadership means building healthy communities thatare simultaneously committed to both people and profits.soul leadership concerns itself with ethics as well asearnings; it invites criticism as well as celebration. Soulleadership embraces the values of respect, involvement,support, development, innovation, flexibility, andempowerment.

That was then, this is nowAs we transition from the Age of Information to the Age ofIdeation, leadership will need to attend to our source ofenthusiasm and inspiration and the part of us that sees the dream—our soul. The Age of Information focuses on knowledge and ways of keeping abreast of the latestbreakthroughs. The Age of Ideation focuses on people and culture and ways of generating new sources of gain.Leadership style that worked for the Industrial Age and theInformation Age will not work for the Age of Ideation. Inthis emerging age, successful leaders will create environ-ments in which there is a continuous generation of newideas. In short, they will need to engage in soul leadership.On the other hand, sole leadership concerns itself onlywith profits, earnings, and bigger management paychecks.The quality of life and competitiveness in most organiza-tions are deteriorating and becoming dysfunctional. Peopleare working longer hours and having less fun. Work/lifebalance is a joke. A sense of work spirit is gone. Mostpeople do not have a sense that their work has meaning.And the only thing that keeps us laughing is the gallowshumor of Scott Adams and the world view of Dilbert. Arewe destined to go through our 30 years or so of workingmechanically with the only hope that retirement willconstitute a better life? Or can this change? The authors of this book believe that change is possible only through a dedicated effort to build healthy, interdependent com-munities within organizations. We believe that profitabilityand competitiveness are only possible with interdependentstrategies. Yes, it is possible . . . primarily because it isnecessary to win.

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Defining SoulThrough the ages man has tried to define soul. Hereare a few definitions that reflect the importance ofsoulful leadership:“The beginnings of all things” —Plotinus“The way black folks sing when they leave themselves alone” —Ray Charles“Our life’s star” —William Wordsworth“The part of you that sees the dream”

—John Nance Garner“A presence that releases feelings of mystery and marvel” —Rudolf Otto“The breath of living spirit” —Hildegard de Bingen“The essential and enduring character” —Aristotle“The wise silence to which every part is related”

—Ralph Waldo Emerson“The source of light and movement” —Dame Julian“The entryway to a life of imagination”

—Marsilio Ficino“Consciousness” —Descartes“The first principle of life” —Thomas Aquinas“The exquisite realization of life” —Walt Whitman“The source of our enthusiasm and inspiration”

—Carl Jung“The gray matter of the brain in action”

—Milan Kundera“The source of all change and transformation”

—Plato“The inner voice” —Albert Schweitzer“What is most alive in your own house”

—A Sufi master

Preface

vii

Am I living in a dysfunctionalorganization?Yes. You are. Might as well step up and own it right now.Not only are you working and learning in a dysfunctionalorganization, you are also living in a dysfunctional homewithin a dysfunctional community. Indeed, you are dys-functional yourself. Why such an aggressive confrontation?Because, if you don’t see that you are trapped, how canyou ever get out?

Before you become too offended by this confrontation, you might want to hear what some intellectual giants suchas Camus, Nietzsche, Carkhuff, Reich, and Gurdjieff havesaid about the kind of lives we are living and the kinds ofcommunities we are building.

In his introduction to The Plague, Camus says,

Perhaps the easiest way of making a town’s acquaint-ance is to ascertain how the people in it work, howthey love, and how they die. In our little town all threeare done on the same lines, with the same feverish,yet casual air. The truth is that everyone is bored, anddevotes himself to cultivating habits. Our citizens workhard, but solely with the object of getting rich. Theirchief interest is in commerce, and their chief aim in lifeis, as they call it, doing business.

Naturally they don’t eschew such simpler pleasures as love-making, sea-bathing, going to the pictures.But, very sensibly, they reserve these pastimes forSaturday afternoons and Sundays and employ the rest of the week in making money, as much aspossible. In the evening, in leaving the office, theyforgather, at an hour that never varies, in the cafes,stroll the same boulevard, or take the air on theirbalconies. The passions of the young are violent

1

Introduction

and short-lived; the vices of older men seldom rangebeyond an addiction to bowling, to banquets andsocials, or clubs where large sums change hands on the fall of a card. These somewhat haphazardobservations may give a fair idea of what our town is like.

However, we must not exaggerate. Really, all that was to be conveyed was the banality of the town’sappearance and of life in it. But you can get throughthe days there without trouble, once you have formedhabits. And since habits are precisely what our townencourages, all is for the best.

Habits. Camus was right. We have all established mech-anical habits that prevent us from seeing the amazingpossibilities that constantly unfold in front of us. Perhapsthe biggest obstacle to developing corporate soul is thecollection of habits we have formed and to which we areenslaved.

Is it academic?To whom should we turn to help us break our mechanicalhabits and start to awaken to the possibilities of healthycommunities? Academics? Educators? In Thus SpakeZarathustra, Nietzsche raises questions about thosesources of transformation.

I have moved from the house of the scholars and Ieven banged the door behind me. My soul sat hungryat their table too long; I am not, like them, trained topursue knowledge as if it were nutcracking. I lovefreedom and air over the fresh earth; rather would I sleep on ox hides than on their decorums andrespectabilities. They watch each other closely andmistrustfully. Inventive in petty cleverness, they waitfor those whose knowledge walks on lame feet: Likespiders, they wait. I have always seen them carefullypreparing poison; and they always put on gloves of

2

The Manager’s Guide to Spiritual Leadership

glass to do it. They also know how to play with loadeddice; and I have seen them play so eagerly. We arealien to each other, and their virtues are even moredistasteful to me than their falseness and their loadeddice.

Clearly, Nietzsche harbors great suspicion of the theoristsand scholars as sources of transformation. So if ourtraditional sources of change and perspective are suspect,to whom do we turn for inspiration? How do we createchange and build a healthy community?

In a landmark project conducted in the 1960s inSpringfield, Massachusetts, people from all walks of life in a dysfunctional environment came together to build amuch healthier community. Dr. Robert Carkhuff, the projectconsultant for this ambitious effort, documented theprocess in a book entitled The Development of HumanResources. According to Carkhuff, transformation mustfocus on effectiveness and collaboration among allmembers in a community:

It is clear that constructive change cannot be possiblewithout the cooperation of both the conservatives andthe activists. Peace in itself is not a goal. Effective-ness is. Where peace and effectiveness are mutuallyexclusive, we must choose the latter, for the formerwill most certainly lead to war. Where they are notmutually exclusive, the transformation may be anonviolent one.

The credo of the healthy activist is based upon thebasic principle that at the deepest level there is nounderstanding without action. To really understandsomeone is to understand a person’s need to act upon their situation. To really act we must firstunderstand the critical dimensions of the situation and then develop progressive step-by-step programsto achieve the goals desired.

Introduction

3

This is not a call to arms for intellectual ineffectuals.Their day is past. They are going into hiding to awaitthe restoration of sanity before they scramble tosecure the positions whose power they abused inbringing about the present crisis. Rather, it is adeclaration of war upon those who throw up thesmoke screens of dialogue to resolve communicationproblems only to hide their own basic incompetencies.The answer to their privilege is our power. Power notjust in political and economic action but power toutilize our inherent resources and our createdopportunities to the fullest.

This is a plea for the strong and the healthy of allfactions—black and white, rich and poor, young and old—to join together, not simply to resolve theproblems of the present but to anticipate as matureadults the problems of the future in this and otherlands.

This is a plea for those who are competent enough to entertain a lifetime of learning, for those for whomhelping in its present form can at best be a transitionalphase; for those who can die growing, secure in theunderstanding that the only meaning to life is growth,and that no price is too high to pay for the opportunityto grow.

Carkhuff is telling us that the key factors to change andbuild healthy communities are openness to learning, afocus on effectiveness, and a willingness to collaborate.Many corporations have tried to implement constructivechange, but individuals were so intent on securing theirpositions of power, that they refused to learn new ways, to collaborate, and to keep the desired results in mind.

All we need is loveAbove all, a healthy community is built upon love. Without love, we have nothing. Wilhelm Reich, in his

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book Character Analysis, speaks of the difficulty of building healthy communities in a society that suffers from an emotional plague, or an inability to love:

The term emotional plague has no defamatoryconnotations. It does not refer to conscious malice,moral or biological degeneration, immorality, etc. Anorganism which, from birth, is constantly impeded inits natural way of locomotion develops artificial formsof locomotion. It limps or moves on crutches. Similarly,an individual moves through life by the means of theemotional plague if, from birth, his natural, self-regulatory life manifestations have been suppressed.The individual afflicted with the emotional plaguelimps, characterologically speaking. The emotionalplague is a chronic biopathy of the organism. It madeits appearance with the first suppression of genitallove life on a mass scale; it became an epidemicwhich has tortured the peoples of the earth forthousands of years. There are no grounds for theassumption that it passes, in a hereditary manner,from mother to child. Rather, it is implanted in the child from his or her first day of life on. It is anepidemic disease, like schizophrenia or cancer, withthis important difference: it manifests itself essentiallyin social living. Schizophrenia and cancer are bio-pathies resulting from the emotional plague in sociallife. The effects of the emotional plague are to be seenin the organism as well as in social living. Periodically,like any other plague, such as bubonic plague orcholera, the emotional plague takes on the dimensionsof a pandemic, in the form of a gigantic break-throughof sadism and criminality, such as the Catholicinquisition of the middle ages or the internationalfascism of the present century.

Reich raises our inability to love to the status of a plaguethat has devastating effects on our personal lives as wellas on the organizations and communities in which we live,learn, and work.

Introduction

5

Wanted: remarkable peopleAs a reader, given this context, you must be asking, Is itpossible to have any impact on this ugly state of affairs?We believe it is possible, indeed necessary, with soulfulleadership. But that kind of leadership requires aremarkable person—the kind of person that Gurdjieffdescribed in his book Meetings with Remarkable Men. In his own words, Gurdjieff’s primary aim was to destroymercilessly the beliefs and views rooted for centuries inthe mind and feelings of man by arousing in the mind ofthe reader a stream of unfamiliar thoughts. Gurdjieffbelieved this kind of drastic action was required to freemen and women from the habits, plagues, and fantasticdistortions you read about from Camus, Nietzsche, andReich.

From Gurdjieff’s point of view, a remarkable person is onewho:

Stands out from those around him/her by theresourcefulness of her mind, and who knows how tobe restrained in the manifestations that proceed fromhis nature, at the same time conducting herself justlyand tolerantly towards the weaknesses of others.

This definition of a remarkable person will be our touch-stone as we think about the soulful leaders needed totransform our dysfunctional organizations.

Yes, we live in dysfunctional organizations and there are significant obstacles to change; in particular, ouringrained habits and our inability to learn and to love. If we acknowledge and own these problems, however, it is possible to create healthier communities, if thatbecomes our aim. But in order to be successful, we firstneed compelling reasons for change and we need todefine clearly what the desired end state looks like.

6


IntroductionOrganizations are increasingly interested in buildinghealthy corporate communities. Several business drivers account for this rapidly growing trend.

• Marketplace. The requirement in the marketplace for continuous creativity imposes new demands on organizations to work collaboratively. Healthycommunities support collaboration.

• Customers. The change in customer relationship from independent parties to interdependent partners has created the need for open communications, intimatesupport, and real empathy. Healthy communities fosterthese types of behaviors.

• Recruitment. The search for meaning at work hasintensified over the past several years and has imposednew recruiting requirements for the best and brightest—people are choosing firms more for the culture they havecreated than for the pay package they are providing.People work smarter and think better in healthycommunities.

While there is a high level of consensus on the need and desire for healthy communities, there is no commonimage of what a healthy community looks like or how anorganization might create one. This discussion will answerthe question, how do you recognize a healthy communitywhen you see one?

7

I. How Do You Recognize aHealthy Community WhenYou See One?

How do you know a healthycommunity when you see one?We believe healthy communities are characterized by their physical, intellectual, emotional, and spiritualdimensions. Each of those dimensions has a few keyindicators that will let you know just how healthy yourcommunity is. They are as follows:

1. Physical IndicatorsA. Safety and environmentB. Healthy lifestyle behaviors

2. Intellectual IndicatorsA. Productive management styleB. Continuous creativity

3. Emotional IndicatorsA. High performance on shared valuesB. Organizational support for personal development

4. Spiritual IndicatorsA. ConnectednessB. Joy

All of these characteristics can be scaled, weighted, and measured (see Appendix A for examples). Moreimportantly, all of these characteristics can be achievedthrough leadership attention, a participative process, andorganizational rewards. Let’s take a closer look at eachdimension.

1. Physical indicators of a healthycommunity

A. Safety and environmentFundamentally, a healthy community has to be safe andpractice sound environmental practices. Safe communitiesensure that their members are not assaulted, harassed, orabused—physically, emotionally, intellectually, or spiritually.This means that people feel secure coming and going from

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the building. It means effective hazard communication and training. It means compliance with OSHA regulations.And it means that managers respect differences and thinkinclusively. Environmentally sound communities ensurethat air, water, heat, light, noise, and work stations are allwithin regulatory standards. They are also conscious of the environmental issues associated with their productsand the way they do business. Environmentally soundcommunities don't pollute, they don't consume excessiveamounts of energy, and they don't try to get around oravoid environmental regulations, e.g., CFC emissions. Inshort, the first indication of a healthy community is a safeand healthy work environment.

B. Healthy lifestyle behaviorsA second way to recognize a physically healthy communityis to observe the health habits of its members. A healthycommunity supports healthy lifestyle behaviors. Healthenhancement is more than individual, physical riskreduction. An expanded systems view of healthencompasses the emotional, intellectual, and spiritualdimensions of our lives as well as the possibilities forenhancing our own health and wellness and the health of the organizations and communities in which we live,learn, and work. These behaviors can be measured andpromoted. Not promoting positive lifestyle behaviors is oneof the surest ways to cause deteriorating financial healthand corporate soul.

I. How to Recognize a Healthy Community

9

Table 1.The total dollars spent on healthcare is staggering

Year Health Care Costs1980 $250 billion1990 $650 billion1995 $1 trillion2000 $1.5 trillion

By any measure, health care costs America too much. The inflation rate for health care costs is steadily increas-ing despite a relatively stable Consumer Price Index (CPI). From 1966 to 1993, national health care costsincreased by about 11 percent per year, a much higherrate of growth compared to the general CPI trend. In 1996, we exceeded $1 trillion on health care spending, which isapproximately $100 billion more than we spend on all ofdefense, plus primary, secondary, and higher education.

No one has 20/20 vision when it comes to the prediction of health care costs and its toll on our communities, butthe impact is fairly obvious. As Table 2 indicates, healthcare costs as a percentage of GNP grew by 2 percent inthe 1960s and 1970s, 3 percent in the 1980s, and morethan 3 to 5 percent in the 1990s. Even though health carecosts increased by about 5 percent per year from 1993 to1998, most experts are predicting a return to the double-digit increases that plagued us in the 1970s and 1980s. It is easy to understand how other services might get asmaller and smaller share of available resources. Whenwe compare these data to other countries, the problembecomes even more alarming. None of the countries withwhom we compete spend more than 10 percent of theirGNP on health care. If we do nothing, we will have nothingleft to do.

Unfortunately, our current priorities are out of sync with thereasons for our health care problems. The fact is that over50 percent of the variance for the leading causes of deathcan be attributed to lifestyle behaviors; yet, in the UnitedStates, we are spending less than 3 percent of our healthcare expenditures on prevention.

Lifestyle is simply the way we live our lives from day-to-day. Our health lifestyle is the collection of habits we haveadopted that contribute to a long, happy life, or a short,miserable one. As mentioned before, it’s our habits thatget us. The good news is we have a choice; the bad newsis that we are not doing very well. We conduct ourselves

10


in ways that make us old before our time and dead beforeour full life has been realized. We eat, drink, smoke,neglect exercise, and relate to others in ways that robourselves and our families of a large part of our potentialcreativity and productivity.

Changes in technology during the past century have pro-vided us many new conveniences, yet they have allowedus to become very sedentary. A recent study indicates that25 percent of our youth are obese. In contrast, interest infitness and nutrition has grown steadily over the pastseveral years with technological advances to support thatinterest. The opportunities have never been better to get inshape and stay that way.

In the past, there was more stability in our lives. Now, withthe rate of change escalating every year, people have todeal with more uncertainty, more fear, and more stress.Some people handle it; some don’t. On the positive side,advances in communications and travel allow us to stay


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Table 2.The alarming escalation of healthcosts in the United States

Year % of GNP1960 5.2%1965 5.9%1970 7.4%1975 8.3%1980 9.1%1985 10.6%1990 12.2%1995 13.9%2000 15.6%2005 18.0%2020 ?

connected to loved ones no matter where they are. Andthere is a growing interest in human relations and inunderstanding new worker values such as involvement,creativity, and challenge. The potential for improving ouremotional health is greater than ever.

The rapid changes over the past hundred years havemade an abundance of lifestyle choices available to us.Some people choose for better; some choose for worse. Ina healthy community, leaders recognize the importance ofhealthy habits to the stockholders and to the employees.In healthy communities, leaders promote healthy lifestylebehaviors and employees practice positive health. Bothwin.

In Appendix B, you will find the Possibilities Profile, a self-scoring health risk appraisal that people can use to assesstheir own health and well-being.

2. Intellectual indicators of a healthy community

A. Productive management styleThe first indication of an intellectually healthy community is the management style pervasive in the organization.North American companies are not alone in their problemswith management style. We are inclined to think of Japan,for example, as a country where happy workers gathereach morning to sing the company song and then work in harmony to achieve greater profits. In truth, there is growing concern in Japan about the harmful effects of corporate stress on the worker. A study of stress in 130,000 workers found that stress diminishes as

12


you move up the executive ladder; and that the criticaldifference between a happy and productive work force anda tense, depressed one was clearly a result of differencesin management style.

We’ll use the acronym EMPOWER to illustrate the criticalelements of a productive management style:

E mpathize with the experience of associates, suppliers,and customers

M easure the gap between stated values and actualbehaviors

P rovide a secure environmentO pen up opportunities for learningW in with your employees through clear communicationsE ncourage participation and involvementR eward and recognize great performance


13

Dilbert, a role model?In The Dilbert Principle, Scott Adams revealed that he used a lot of “bad boss” themes in his syndicatedcartoon strip. He said he received at least 200 e-mailmessages per day from people who were complainingabout their own clueless managers. His favorite story is as follows:

“A manager wants to find and fix software bugs morequickly. He offers an incentive plan: $20 for each bugthe Quality Assurance people find and $20 for each bug the programmers fix. (These are the sameprogrammers who create the bugs.) Result: An under-ground economy in “bugs” springs up instantly. Theplan is rethought after one employee nets $1,700 thefirst week.”

The Dilbert books contain hundreds of stories reflectiveof unproductive management styles.

Unfortunately, just as “quality,” “re-engineering,” and“restructuring” have been distorted and misused, so hasthe notion of empowerment. Most employees translateempowerment propaganda as “you can do anything youwant as long it supports my thinking.” On the other hand,many companies initiated empowerment programs underthe banner of autonomy and freedom. The problem, ofcourse, was that employees went off in random directionsthat may or may not have been related to the mission.Leaders who empower their employees effectively use the following formula:

Empowerment = Direction + Autonomy + Support

For empowerment to work, employees need to have welldefined boundaries and they need management supportfor achieving their goals.

B. Continuous creativityMajor changes in the way business is conducted have imposed new demands on organizations to becontinuously creative. In this century, businesses havebeen transformed from vertical to virtual and fromindustrialized to intellectualized. To highlight that point, a dollar spent on innovation (research and development)now returns eight times that spent on efficiency (mach-inery) in some industries. And just-in-time information and intelligence are taking the place of just-in-timeinventory. While it took an entire century to transition fromthe Industrial Age to the Information Age, it has taken lessthan a decade to transition from the Information Age to theIdeation Age. New ideas now drive the economy. Only themost innovative and the most willing to share will thrive. Asa result of these changes, the new emphasis is to buildintellectual capital, manage knowledge, learn continuously,and find appropriate ways to measure this “new wealth.” Ina recent book (Bellingham and Friel, 1998), a whole newset of meaningful measures is proposed. Two charts fromthat book are presented on the following pages.

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• “The beginnings of all things.” —Plotinus

• “The source of light and movement.”—Dame Julian

• “The entryway to a life of imagination.”—Marsilio Ficino

• “The source of our enthusiasm and inspiration.”—Carl Jung

• “The gray matter of the brain in action.” —Milan Kundera

• “The source of all change and transformation.” —Plato

If we could build a community that reflected the abovedefinitions of soul, we would not only see continuouscreativity, but profitability would soar.

In Appendix C, the Quality of Work Life Survey lists all the questions used to assess whether an environmentsupports continuous creativity. All of these questions havenormative data, so we can compare an organization’sresults with industry norms. Continuous creativity is anindicator of an intellectually healthy community. The surveydata should be used to raise questions about what can bedone to improve quality of work life, employee satisfaction,and innovation. Without the data, organizations are leftwith random attempts to solve a shifting problem.


17

18

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3. Emotional indicators of a healthycommunity

A. High performance on shared valuesThe first indicator of an emotionally healthy community is high performance on shared values. Most organizationshave a set of stated values, but they are rarely shared ormeasured—much less inculcated. With the abundance of leadership books espousing the importance of vision,mission, and values, very few leaders have ignored thepressure to create well-crafted statements that reflect thepurpose and direction of their organization. In most cases,these statements are posted prominently on corporatewalls and on the backs of corporate identification badges.However, there is normally a wide gap between these loftystatements and the day-to-day realities of work life. Andleaders tend to be reluctant to actually measure the gap.

Healthy communities have vision statements that reflect the deepest aspirations of their employees. Vision statements in healthy organizations are written insuch a way that people want to have their picture takennext to the statement to show their loved ones what anextraordinary place they work. Unfortunately, some visionstatements do not inspire that response. For example, a large telecommunications company had a “vision” of becoming a $10 billion operation by the year 2000.When that statement failed to rally the troops with inspireddedication, it changed the statement to “Connectingcivilizations through people and technology.” In healthycommunities, participants have a clear sense of thepurpose and a firm commitment to support it.

Healthy organizations have mission statements that clarify the nature of the work and serve as a mobilizingpoint for all activity. One of the biggest stressors inorganizational life is role ambiguity—when people don'tknow how their jobs relate to the mission. A well-defined

20


mission statement gives community members a clearsense of direction and a keen awareness of the value of their work.

Value statements anchor the decision-making processesand define what is important in the organization. Unfortu-nately, most organizations go to great lengths to craftthese statements, but then ignore them once they arecreated. If an organization is willing not only to createthese statements, but also to support a systematic process to implement and measure them, there is agreater likelihood that the organization will last. In his book Built to Last, Jim Collins makes that point crystalclear.

Contrary to business school doctrine, we did not find “maximizing shareholder wealth” or “profitmaximization” as the dominant driving force or primaryobjective through the history of most of the visionarycompanies. They have tended to pursue a cluster ofobjectives, of which making money is only one—andnot necessarily the primary one. Indeed, for many ofthe visionary companies, business has historicallybeen more than an economic activity, more than just a way to make money. Through the history of most ofthe visionary companies we saw a core ideology thattranscended purely economic considerations. And—this is the key point—they have had a core ideology to a greater degree than the comparison companies in our study. A detailed pair-by-pair analysis showedthat the visionary companies have generally beenmore ideologically driven and less purely profit-driventhan the comparison companies in seventeen out ofeighteen pairs. . . . Yes, they pursue profits. And, yes,they pursue broader, more meaningful ideals. Profitmaximization does not rule, but the visionary com-panies pursue their aims profitably. They do both.


21

There are key values that distinguish a healthy communityfrom an unhealthy one. On pages 23 through 26 we’velisted some of the most common and compelling valuesthat “live” in a healthy organization and some norms thatlet people know what it means to live by those values inorganizational life. These values are listed in a hierarchy,because they should be seen as cumulative buildingblocks. In Maslow’s hierarchy of needs, he suggests that basic needs such as physical food and shelter need to be taken care of before an individual seeks to satisfyhigher needs such as belonging, self esteem, and selfactualization. Similarly in this hierarchy, organizationswanting to optimize their health need to satisfy the firstorder needs before they take on higher order needs.These values are organized by their physical, intel-lectual, emotional, and spiritual characteristics. It is ahierarchy in nature because the difficulty of inculcationincreases as you go through the list from the basicphysical needs to higher level spiritual needs. In ahealthy community, values are shared, and there is a commitment to continually strengthen them in thecommunity. To build commitment to shared values, it is critical to involve the community in stating the valuesand norms and to measure progress on the normsregularly. The extent to which these values are sharedand practiced is one of the best measures of corporatesoul.

22



23

I. Shared physical values

ProductivityIn healthy communities, high performance is valued. Norms foundin an organization that values productivity might include:• We are fast; we put a premium on speed to market.• We are always looking for ways of working smarter.• There is incredible energy here.• We are always looking for ways to make our products more

useful to our customers.

Profitability In healthy communities, everyone realizes that profitability is anecessary condition for growth. Norms found in an organizationthat values profitability might include:• We spend money as if it were our own.• We are always looking for ways to reduce costs.• We are always looking for new sources of gain.• We are regularly informed of the financial status of the

organization.

24


II. Shared intellectual values

Involvement In healthy communities, all voices are heard and people have asense of ownership for the tone of the community and where theorganization is heading. Norms found in an organization thatvalues involvement might include:• We are involved in decisions that affect us.• We include from the start all groups concerned with a process

or a change.• We contribute ideas and take responsibility for decisions.• We feel like we are an integral part of the community.• We are involved in problem-solving activities.

Commitment to excellence In healthy communities, there is a passion for quality and service.Norms found in an organization that values the commitment toexcellence might include:• We make decisions that are based on the customers’

requirements for growth and success.• We hold ourselves accountable to customer service standards.• We clearly communicate desired outcomes—we start with the

end in mind.• We empower people to find innovative ways of improving

processes and services.• We know what success looks like.

Learning In healthy communities, there is continuous learning andprocessing. Norms found in an organization that values learningmight include:• Thinking is encouraged.• Mistakes are seen as opportunities to learn.• Tasks are assigned with development in mind.• There are ongoing opportunities to expand knowledge and

skills.• We seek out new, emerging technologies (information, human,

and organizational).


25

III. Shared emotional values

Respect In healthy communities, people are valued and differences areseen as gifts. Norms found in an organization that values respectmight include:• We treat people with dignity.• We think inclusively.• We treat individuals as whole persons with unique needs.• We share responsibility for eliminating bias.• We promote diversity.

Open communications In healthy communities, there are open, honest, and directdiscussions. Norms found in an organization that values opencommunication might include:• We freely share information at all levels.• We respect confidentiality.• We listen to ideas.• We feel free to disagree.• We give and receive constructive feedback.

Fairness In healthy communities, there is an appropriate attribution ofresponsibility and allocation of resources. Norms found in anorganization that values fairness might include:• We are harder on ourselves than we are on others.• We contribute fully our unique talents and experiences.• The organization distributes its wealth fairly.• We share responsibility for improving quality of work life.• Schedules are realistic.

Teamwork In healthy communities, there is an abundance of collaborationamong people, and work is coordinated among groups. Normsfound in an organization that values teamwork might include:• We share common goals.• We work together.• We look for ways to support each other.• We can count on people to be responsive.• We trust each other.

26


IV. Shared spiritual values

StewardshipIn healthy communities, there is a sense of responsibility for theenvironment and for the effective use of resources. Norms foundin an organization that values stewardship might include:• We manage our budgets thoughtfully.• We are mindful of the effects of our actions on the environment.• We seek out ways to improve operational efficiency.• We actively support the larger communities in which we live,

learn, and work through time and money.• Our rewards and recognition system is congruent with our

values.

Interdependence In healthy communities, there is a grow-grow mentality, i.e., eachperson and group actively looks for ways to help the other grow.Norms found in an organization that values interdependence mightinclude:• We actively look for ways to help our members succeed.• We actively look for ways to help our customers succeed.• We actively look for ways to help our suppliers and partners

succeed.• We actively look for ways to help our larger communities

succeed.• We actively look for ways to help our stakeholders succeed.

Integrity In healthy communities, there is an emphasis on ethicalleadership. Norms found in an organization that values integritymight include:• We are reflective—we try to do the right thing.• We are honest—we say what we mean.• We are reliable—we do what we say.• We are forthright—we openly communicate our reasons for

positions we take.• We are steadfast—we stay the course in the face of criticism

and risk.

B. Organizational support for personaldevelopment

The second indicator of an emotionally healthy communityis the amount of organizational support for personaldevelopment. This support can be in the form of tuitionreimbursement, training programs, sabbaticals, mentoringprograms, elder care or child care benefits, vacation time,wellness programs, or simply recognition of personal orprofessional change. Since the psychological contractbetween employer and employee has evolved intodevelopmental opportunities in exchange for commitment,it makes good business sense to create a developmentalenvironment. Research also indicates that the singlebiggest factor in employee commitment is the belief byemployees that managers genuinely care about their well-being (Mendes, 1995). Organizational support can be measured by an Organizational Support Indicator(Allen, 1990) or by including questions about perceivedlevels of support in employee attitude surveys.

4. Spiritual indicators of a healthycommunity

A. ConnectednessThe first indicator of a spiritually healthy community is the sense of connectedness employees have. People can feel connected to themselves, to others, and/or to a larger purpose. Therefore, in a connected community,there would be free expression of emotions. People wouldnot only be conscious of their thoughts and feelings, theywould find constructive ways to express them. In a con-nected community, one would see high performing teamsin which there would be lively debate and discussion ofnew ideas. Finally, in a connected community, there isusually a vision that taps into people’s deepest aspirations.


27

You can also recognize a connected community by whatyou don't see. In a connected community, there would bevery little evidence of rumor mills, undermining, cross-departmental friction, or festering conflicts.

B. JoyThe second indicator of a spiritually healthy community is the presence of joy and laughter. In addition, a spirituallyhealthy community has several indicators of success aswell.

First, in joyful communities, there are celebrations ofunique gifts. People are encouraged and supported toshare their gifts with the community.

Second, people reflect upon and acknowledge strengthsand weaknesses. In his most recent book, ExtraordinaryMinds, Harvard psychologist Howard Gardner suggeststhat extraordinary people have a clear sense of theirstrengths and weaknesses and are open about sharingthose.

Third, in joyful communities, there is encouragement for whole person development, and all members of thecommunity go out of their way to support each person’sunique talents.

Fourth, members of joyful communities constantly check inwith each other to deal with issues and concerns as theyarise.

Fifth, there is a willingness to accept and initiate feedback,and there is an agreed upon level of honesty that thecommunity subscribes to. For example, a member mightsay that it’s okay to point out problems in certain areas, but there are issues on which feedback is not welcomeand here is what they are.

Sixth, there is agreement in advance about how problemsare going to be handled. For example, are all problems

28


surfaced to the entire community? Is there a particulartime when problems are to be discussed? What is theprocess for conflict resolution?

Finally, there is a high level of awareness about eachother’s lives and a constant sense of affection andaffirmation. Essentially, people love and feel loved in a joyful community. And, if you are really interested increating a joyful community, positive and enthusiasticgreetings are not a bad place to start.

How do you recognize a healthy community when you see one? There are physical, intellectual, emotional, andspiritual indicators that enable you to not only diagnosehow healthy your community is, but also to developspecific interventions to make it healthier.

Why would you want to have a healthy community in thefirst place? Because it is a prerequisite for sustainableprofitability and performance. In a climate that requirescontinuous creativity, healthy communities are arequirement for success.

How do you create a healthy community? You start withsoulful leaders who understand the necessity and have apassion for innovation and change. To give you a glimpseof the characteristics of soulful leaders and possibilities ofhealthy communities, the next section will overview somemodels of each.


29

IntroductionThe role of soul in healthy communities is fairly obvious.Soul leaders know that their organizations can be prisonsthat enslave people to act in habitual and mechanicalways as Camus and Reich so eloquently described. Soulleaders know that a healthy community is a prerequisite to profits. Soul leaders know intangibles (e.g., intellectualcapital, continuous creativity, shared values, connected-ness, and joy) lead to tangible results (e.g., productivity,profitability, performance, and partnerships).

Fortunately, there are many examples of soul leaders who demonstrate that purpose and profits don’t have to be incompatible. We selected our models on the followingcriteria:

Intellectual• Innovation• Results orientation

Emotional• Decency• Compassion

Spiritual• Integrity• Courage

In the examples that follow, you will see how soulfulleadership has not only created healthy communities, but has also produced enormous profitability.

31

II. Soul Models

Russ CampanelloMerging technology with heartRuss Campanello is the Chief People Officer atNerveWire. He has also been the VP for Human Re-sources at Lotus Development Corporation and the VP for Operations at Nets, Inc. He is chosen as a model forthis book because he is a seasoned executive who knowsthe importance of community in the business environmentand who lives by his principles.

With the support of Jim Manzi, Russ formed the first soulcommittee in corporate America. The purpose of thiscommittee was to define the desired relationships withcustomers, employees, communities, and stockholdersand to analyze the gap between stated values and actualbehaviors at Lotus. This committee was rewarded forsurfacing issues of incongruency between policy andpractice. Its intent was to build a culture with enduringcharacter—one that was based on a shared set of valuesthat inspired people to be their best. In many ways, Russwas simply trying to reconnect the company back to itsroots and to find current expressions for those roots.

Like many start-ups, Lotus was strongly defined by thepersonalities of its founders. Lotus was founded by MitchKapor, who started the company in his house and hired his first employee, Janet Axelrod, in 1981. Axelrod hadpreviously worked for the Haymarket People’s Fund, anactivist-controlled foundation committed to radical socialchange. Kapor freed Axelrod to create the tone of the newcompany, and it was she who was largely responsible forthe early corporate culture. Axelrod integrated the HRfunction, fought for workplace diversity, advocated forphilanthropy, and sponsored AIDS walks. She alsofacilitated the creation of Lotus’s operating principles,which were intended to serve as guidelines for interactionbetween all employees. Their purpose was to foster andpreserve the spirit of Lotus and to promote the well-beingof all concerned.

32


In 1990, Russ formed a cross-functional group of people to revisit Axelrod’s set of operating principles, to capturewhat was historically good about the Lotus culture, and todetermine what was needed in the future to succeed. Russrecognized early that Lotus had a significant competitiveadvantage over Microsoft on culture. Customers wouldprefer to deal with Lotus because of who they were versus Microsoft because of what they produced. TheLotus operating principles were more than words on thewall. Under Russ’s leadership, these principles lived in theLotus culture:

Commit to excellenceInsist on integrity

Take responsibility; lead by exampleCommunicate openly, honestly, and directly

Treat people fairly; value diversityListen with an open mind; learn from everything

Establish purpose before actionRespect, trust and encourage others

Work as a teamEncourage risk-taking and innovation

Have fun

The formation of the soul committee, therefore, was simply the culmination of a long list of leading-edge ideasthat emerged in Lotus’s short history, which Russ hadperpetuated with his own set of initiatives. Russ was firstout of the gate with many forward-thinking programs suchas spousal benefits for gay partners, the HealthyPartnership Program (a shared responsibility, gain-sharingwellness incentive program), the flextime program, and anon-site day care center for employees’ children. Russ hascontinuously demonstrated steadfast courage in the faceof risks and resistance. This is soul leadership.

Russ became Vice President of Human Resources atLotus in June, 1989. Shortly thereafter, three womenproposed that he change the Lotus benefits packageradically by extending corporate benefits given to the

II. Soul Models

33

spouses of married, heterosexual employees to thedomestic partners of spousal equivalents of lesbian and gay employees. If adopted, Lotus would be the only publicly traded corporation to offer such benefits.

When Russ assumed his position as Vice President, he faced multiple challenges: there were widespread pay and benefits inequities between company divisions,sagging employee morale, tremendous internal change,and limited success in hiring and developing a diversework force. Thus, his initial reaction to the proposal toextend benefits to gay partners was, “Oh my God, I’vebeen in the job only for a few months. I can’t believe this is the first policy decision I’m facing.”

But face it he did. In spite of his concerns about the role of business in challenging these issues, the impact of thispolicy decision on employee morale and the marketplace,and the fact that this was his first major policy decision,Russ still proceeded. During the meeting with the threewomen, Russ had thought:

“She’s been with her partner 10 years and I was divorcedafter three. And look at the stresses that a lesbian couplehas to face in the world. This is really about creatingequity. There is something inherently wrong with thesystem currently in place that doesn’t acknowledge thepartners of this community.”

Russ presented the idea of spousal equivalents benefits to CEO Jim Manzi in 1990. The senior executive teamsigned on quickly. The proposal was consistent with pre-existing policies and addressed some of the diversityissues that were troubling the senior team. Internally, thepolicy decision went smoothly. Externally, however, therewere problems with insurers and the IRS. And when thedecision was publicly announced on August 26, 1991,Russ was deluged with phone calls from local, national,and international media outlets.

34


According to a Harvard Business Review case study onthis policy and Russ’s role, letters poured into corporateheadquarters—as did a few destroyed software packages.Responses were 80 percent positive to 20 percent nega-tive; people called and wrote to congratulate Lotus on itsleadership, and to condemn the company for falling prey to everything from the forces of Satan to the pressures of political correctness and liberalism run amok. Lotusexecutives knew of only one significant investor whowithdrew support for the corporation as a result of this new policy.

What the Harvard case study did not report was that Russ also received threatening phone calls at his home.He withstood the pressure and the policy remains inplace—a model several other major corporations havenow adopted.

Russ also played a major role in the nurturing and feeding of the norms and values that enabled Lotus tocontinuously generate new products and solutions, tocompete with Microsoft, and, ultimately, to be acquired byIBM for the hefty sum of $3.5 billion.

Russ also was responsible for the creation of the LotusDay Care Center to help working parents balance theirhome and working needs. It was physically located in the middle of the corporate campus. Russ viewed thisprominent placement as the corporate equivalent to theStatue of Liberty—a real statement of values.

Russ was not only concerned with social responsibility andcorporate values, he was also focused on business andhow HR could get more connected with the customer. Oneof his most significant contributions was to re-engineer HRwithin Lotus. Russ describes what HR needs to do to enterthe information age and come to grips with workflowtechnology in a January 1995 article in The Review(a publication of the Association of Human ResourceSystems Professionals). Essentially, in two years, Russtransformed the HR function at Lotus by applying workflow

II. Soul Models

35

technology to standardize the content knowledge of the company to provide a quick and efficient way ofadministering policies and transacting business. Now,almost 25,000 employees’ transactions are handled eachyear without paper. That means the HR function is nolonger about reacting to problems, it is focused on how tofind solutions to problems and to address programs for thefuture.

Russ’s tenure at Lotus was cut short by IBM’s acquisitionof Lotus. Shortly after IBM acquired Lotus through itshostile take-over, 80 percent of the senior managementteam left Lotus; unfortunately as they left, the Lotus soulquietly slipped out of its body. During that whole difficultprocess, Russ maintained the highest possible integrity.He constantly fought for what was right for people and hedid what he could to preserve the cherished values atLotus. At no point did he sell out for personal gain orengage in vindictive reactions. This is soul leadership.

Building integrity and deciding to take a stand for criticalprinciples does not occur in an overnight transformation.From previous experiences, Russ had learned theimportance of these values. Russ took an indirect route to HR. He entered Lowell Technology Institute, what hecalled the poor man’s MIT, as an engineering student butquickly transferred to marketing. When Russ confessed to a professor that nothing made sense, the professorsuggested Human Resources. In HR, Russ found acombination of traditional business concepts and theoryabout human behavior and motivations that were moreresonant to his soul.

Throughout the years, Russ has consistently been anexample of the criteria for soul leadership: innovation,results orientation, decency, compassion, integrity, andcourage. The stories above provide rich examples of how these values come alive in Russ’s work and life.

36


Dr. Dorothea Johnson A pioneer with determinationDr. Dorothea Johnson is the former Vice President for Health Affairs at AT&T. In that position, she wasresponsible for the health of over 300,000 employees and their families. She is chosen as a model for this book because she is a pioneer with vision and verve.

Dorothea was one of the first women to break the glassceiling in a Fortune 50 firm. Instead of resting comfortablyand seeking safety in her new position of status andpower, Dorothea continually challenged senior manage-ment to create a healthier workplace.

Dorothea initiated the first culture-based health promotionprogram in the corporate world. Total Life Concept (TLC),the process she founded, extended the notion of riskfactors to include the norms and values of the worksite.She also secured corporate funding for the most com-prehensive evaluation of worksite health promotion in thecountry. The work done at AT&T is still seen as a landmarkstudy in the creation of a healthy work environment.

What differentiated TLC from other corporate health pro-motion programs was its emphasis on corporate cultureand management behaviors. TLC took the position thatpeople could only swim upstream (practice positive healthin a dysfunctional culture) for a short amount of time andthat it was unfair to ask them to do so because their effortswould likely result in failure. Even in those corporationsthat do sponsor health promotion efforts today, theemphasis is still on individual physical risk reduction. The mission of TLC, on the other hand, was always to build a healthy community. TLC measured culturalchanges, assessed organizational support, and providedfeedback to managers on their behavior.

Unlike any other corporate health promotion program, TLC began its intervention with a Managing for Health

II. Soul Models

37

and Productivity Seminar that was designed to persuademanagers to believe that supporting positive healthpractice was a first priority business need.

Dr. Johnson was a pioneer in many aspects of her life.When Dorothea went to medical school in 1952, only 3 percent of medical students, nationwide, were female.Now, approximately 50 percent of medical students arefemale. In 1980, she established a unique union/management Employee Assistance Program. In 1985, she became the first woman President of the AmericanOccupational Medical Association. And in 1986, she waspromoted to Vice President and Division Executive ofHealth Affairs at AT&T, one of very few women executivesat that time.

In practically every initiative she proposed in her career at AT&T, the same paradigm repeated itself: Resistance—Results—Resourcefulness. Whether she was attempting to create a comprehensive Employee Assistance Program,sponsor fitness programs, develop a culture-based healthpromotion program, or implement a blood donor program,the first response from corporate AT&T was alwaysnegative. As a soul leader, however, Dorothea’s com-passion and restraint overrode the initial rejection, and she would always persevere to get her ideas accepted.

When Dr. Johnson first became Corporate MedicalDirector of AT&T Long Lines in 1978, she was chargedwith creating an alcohol treatment program, although thecompany didn’t really believe there was a problem. Basedon a survey in which managers were asked how manypeople in their department had alcohol issues, AT&T LongLines concluded that 32 people out of 40,000 employeeshad alcohol problems. We know now that the number wasprobably closer to 4,000 employees, but poor surveymethodology and the phenomenon of denial resulted in theerroneous conclusion. In spite of those results, Dorotheapersisted by finding an executive who would sponsor apilot program. The results of that pilot were so successful

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that the program was adopted company-wide. In 1983,AT&T Long Lines was recognized as having the best EAPprogram in the country by the Association of Labor-Management Administrators and Consultants onAlcoholism (ALMACA).

In the late 1970s, AT&T had a few fitness centersscattered about the country. They were all operatingindependently and there were no real standards to ensuresafety and positive conditioning. When Dr. Johnsonwanted to expand the fitness centers and standardize the physical conditions, processes, and procedures, sheagain met with resistance. In fact, she discovered that allthe shower heads had been removed from showers at theheadquarters buildings because executives didn’t wantemployees jogging around the building. When Dorotheaapprised the President of this situation, the shower headsimmediately re-appeared. Dorothea then found a sponsorfor a state-of-the art fitness center with professional staffand demonstrated the results that could be achieved whenfitness centers are designed and run professionally. By thetime Dr. Johnson retired from AT&T in 1995, there wereover 40 fitness centers around the country all reportinginto Health Affairs and all running according toprofessional standards.

In 1982, just prior to divestiture, Dr. Johnson proposed a comprehensive, culture-based wellness program to help employees manage the changes that were about toimplode upon them as a result of the largest corporatebreak-up in history. At the stroke of a pen, AT&Ttransformed from a million employees to about 300,000.More importantly, AT&T changed from the most stable,secure, certain environment in history to an unstable,insecure, and uncertain environment in which tens ofthousands of people have been delayered, downsized,reduced-in-force, out-placed, etc. Total Life Concept (TLC)was designed to ease some of the negative effects ofchange and to help people see the opportunities thatchange represented. Again, the first corporate response

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was no. But Dorothea found a champion to sponsor a pilot that demonstrated results translating into more than$300 million in savings over a 10-year period if theprogram were expanded. Dorothea was resourcefulenough to get funding for a company-wide program. WhenDorothea retired from AT&T, the TLC program was widelyrecognized as one of the most comprehensive and cost-effective programs in the country. This is soul leadership.

Finally, during her last five years at AT&T, when resourceswere continually cut in spite of the human and economicbenefits, Dorothea directed her attention to a blood donorprogram. Following the resistance-results-resourcefulnessparadigm to the letter, she was at first denied the fundingsupport to implement this critical program. Undaunted,Dorothea found a sponsor who would fund her effort.Based on the results of the pilot she conducted in a fewlocations, she was able to broaden the scope and depth of the program. Over the next few years, she producedfour award-winning videotapes on blood donation. In 1993,the American Association of Blood Banks gave thePresidential Award to AT&T for outstanding commitment to the promotion and support of voluntary blood donationprograms. This is soul leadership.

In every case, Dorothea started out with one-on-onemeetings until she found a champion. Then, she wouldquickly move to involve a broad base of support for herefforts. In every case, she had an elevated purpose inmind: to improve the health of the community. In everycase, she encountered resistance and overcame it. Inevery case, she achieved results and ensured thatevaluation protocols were solid. In every case, she wasresourceful enough to find a broad base of support, tomobilize key people around the cause, and to influenceleadership to look differently at what can be accomplishedand how it can be accomplished. Dr. Dorothea Johnsonclearly deserves to be included as a soul leader in buildinghealthier communities.

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Dr. Barry CohenInnovation in the midst of crisisDr. Barry Cohen is the Executive Vice President in charge of Marketing at Parametric Technology (PTC). Hewas the Senior Vice President for Human Developmentand Organizational Productivity at Computervision (CV)before CV was acquired by Parametric. He is chosen as a model for this book because he is a philosopher withcourage and compassion. Indeed, he could be one of theonly senior executives in corporate America with a Ph.D.in philosophy.

Barry’s experience at CV was particularly soulful becausehis organization suffered inordinate trauma over a 10-yearperiod. In 1988, when Prime Computer and Computer-vision merged, the organization had revenues of $1 billionand had 15,000 employees. By 1998, revenues hadslipped to less than $200 million and there were less than1,000 employees remaining. While the company engagedin heroic efforts to save the business, marketplace condi-tions proved to be overwhelming. No one wished for thesteady deterioration of CV, and surely mistakes were madealong the way. Independent of all that, the employees atCV continued to fight. While they were suffering from battlefatigue by the end, there was still an unending spiritpermeating the last remaining building. A great deal of thatfighting spirit can be attributed to Barry’s soul leadership.What makes Barry an ideal selection as a soul leader is how he dealt withindividuals, teams, and the organization during thisprolonged series of crises that eventually led to thepurchase by PTC.

Above all, Barry always dealt with people directly andhonestly. Clearly, Barry had to deliver hundreds of cold,ugly messages during 10 years of decline. The content of hard messages, however, can be delivered in a caringway. While Barry could never be accused of sugar coating

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a message, he would always ensure that the person heard the full message and that the person felt heard in the process. Barry understood fully the differencesbetween content, process, and context. Even though thecontent could be devastating at times, the process washumane and the context respectful. For example, layoffswere handled in decent and sensitive ways. While Barryrealized that HRD at Computervision translated intoHuman Reduction and Destruction for many people, hestill did all he could to create a humane, innovative, andproductive environment.

Just as he impacts individuals, Barry also has a powerfulimpact on the teams he leads. Three norms that Barryinstills in his teams are:

• Be harder on yourself than you are on others• Do what you say• Assume nothing

Driving these norms is a critical behavior for soulleadership. On Barry’s teams, there is always a winningattitude even if the team is not winning at any particularpoint in time. In the face of daunting challenges, Barry is always able to keep his teams mobilized and goaloriented. He is constantly looking for ways to improve the commitment and capacity of his teams. This is soulleadership.

When PTC bought CV, Barry was the only senior execu-tive to hold a meeting with his employees to tell them the truth . . . . that the likelihood of being laid off wassignificant and that they should spend the merger timethinking about what was right for themselves; they shouldprepare themselves by writing resumes and exploringopportunities. He asked that they each work to help themerger, but also to help themselves. The employeeappreciation of Barry’s candor was overwhelming. At atime when people were feeling the most fear, they werealso feeling a sense of dignity and respect.

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In addition to making an impact on individuals and teams, Barry also exerts an amazing influence on the organization. In the midst of all the restructuring,downsizing, and delayering that CV had to do, Barryinitiated a Health and Healing Program for all employees.Clearly, Computervision needed healing at an individualand organizational level, but few executives would havethe courage to implement such a process in the midst ofsevere budget cutting and layoffs. Barry deemed it anecessity and his decision paid off. The Health andHealing Program consisted of four phases: Orientation,Education, Support, and Evaluation. We will review eachphase here to give a fuller sense of the commitment Barryhas to his convictions.

The Orientation included a comprehensive health riskappraisal, biometric testing on-site, and an overview ofhealth promotion. All participants received a confidentialreport of their health risks and went to a workshop on how to interpret the results and get started on a behaviorchange program. Employees learned how their lifestylebehaviors could contribute to a long and healthy life or ashort, miserable one. They were also introduced to LukeChan, a ChiLel Chi Gong Master, who presented thenotion of Eastern healing techniques and invited people toa two-day, company-paid workshop to learn how to do theexercises, affirmations, and visualizations associated withChi Gong.

The Education phase consisted of the two-day workshopwith Luke Chan, where people learned ChiLel Chi Gongmethods and received a tape to facilitate their first 100 days of practice. This particular form of Chi Gongencourages people to change their habits by doing ChiGong everyday for 100 days. The workshop also includesa healing component in which participants experience thebenefits of giving and receiving Chi.

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In the Support phase, all workshop participants wereinvited to attend daily half-hour Chi Gong sessions during work hours. Sessions were held at three differenttimes during the day to accommodate people’s schedules.Every few months, Luke would attend the sessions to givefeedback to employees regarding their Chi Gong skills. In addition to the Chi Gong support, a steering committeewas also established to explore ways to promote healthand healing at Computervision. This committee met everymonth to review progress and to recommend additionalaction that might be taken to improve employee health and well-being. Needless to say, Barry took a significantamount of heat for his continued support of this effort inthe midst of crisis conditions. That’s soul leadership.

During the Evaluation phase, Computervision analyzed the process and impact variables related to the health and healing program. Findings indicated that 40 percent of the employees who attended the workshop completedthe 100-day commitment. Of those who maintained theirChi Gong practice, 65 percent reported improvements inhealth, productivity, and innovation. These participantsreported decreases in weight, cholesterol, blood pressure,and doctor visits. Participants also reported reductions instress, illness, and absenteeism. Most importantly, theprogram helped people stay calm, centered, and focused in the midst of all the chaos in the organization. Theysimply had more energy to do what they needed to do.Specifically, pre and post survey results showed significantimprovements on the following attitudes:

• I feel connected with people at CV.• I have a sense of belonging at CV.• CV cares about my sense of well-being.• CV offers ways to learn more about myself.• I am able to handle stress on the job.• I feel good about working at CV.

These results validate the importance of soul leadership.

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The Computervision experience represents just one phaseof Barry’s career and just one reason we have selectedhim as a soul leader. Barry’s early work was in communitymental health and psychiatric rehabilitation where hedeveloped and implemented programs that still serve as models for the field. As the statewide director of community mental health in Youngstown, Ohio, in the 1970s, Barry established himself as a pioneer inpsychiatric rehabilitation. His Skills + Support Model is still being used in rehabilitation programs nationwide. In the 1980s, as the Director of Technical AssistanceServices at the Center for Psychiatric Rehabilitation atBoston University, Barry co-authored texts on psychiatricrehabilitation that still serve as standards today. Barry also produced award-winning videos on the practice of psychiatric rehabilitation.

In the 1990s, Barry dedicated his leadership talent to thepsychiatric rehabilitation of business and industry. Theterminology, of course, has changed, but the end resultshave not. Through his work with over 100 organizations,Barry has continually sought to bring the human dimensioninto the work equation. He has done this through humor,direct confrontation, and honest dialogue.

If we review the criteria for soul leadership—that isinnovation, results orientation, decency, compassion,integrity, and courage—Barry is a soul model for all ofthem.

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Stuart SendellCommunity involvement with wit and wisdomStuart Sendell is the Managing Director of LarsonFinancial Resources. He is chosen as a model for thisbook because he is a community leader with wit andwisdom. In addition to serving in a leadership capacity atone of the most respected financial services firms in NewJersey, Stuart invests an enormous amount of time in non-profit organizations in Morristown, New Jersey. He hasserved as Chairperson of the Housing Partnership, theMorristown Unitarian Fellowship, Children on the Green,First Night Morris, Morris 2000; has been treasurer of the Morris Shelter; and has been on the board of theCommunity Foundation of New Jersey and the UnitedWay. To give you a sense of Stuart’s commitment tocommunity, here are brief descriptions of some of theseagencies.

The Housing Partnership is designed to provide and locateaffordable housing for people in need throughout MorrisCounty.

Morris Shelter provides transitional housing and support to450 homeless men, women, and children each year. Stuartwas treasurer for nine years when the agency went from abudget of $125,000 to $1,350,000.

Children on the Green provides child-care services for low-income parents by subsidizing their services with fee-paying, higher income families. Stuart helped to foundthis agency in 1994. The program facilitates the earlyintegration of children from a wide spectrum of socio-economic status, and it addresses the critical needs ofparents who are trying to transition from welfare to work.

First Night Morris is the annual non-alcoholic New Year’sEve celebration modeled after the Boston First Night.Stuart helped to found First Night Morris in 1992 andserved as chair for two years.

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Morris 2000 is a unique nonprofit organization whose by-laws require the 30-person board to be equally dividedamong business, government, and civic members. Theboard acts as a watch dog over the county’s quality of lifeand responds to requests from towns and the county toresearch issues, establish consensus on a course ofaction, and implement solutions.

Stuart evolved as a soul leader through a series of tem-pering and enlightening experiences. He was exposed early to the perils of sole leadership at Bendix Corporationwhere he worked for 10 years in the 1960s. At that time,Bendix was a quintessential theory X firm. Managers were autocratic, operated independently, and tried to keep workers in the same jobs doing the same old thingbecause they didn’t want to lose them. Developmentalleadership was not a concept that had any meaning forthem. In the Bendix culture, most people learned thesystem, played the game, and put in their 9-to-5s for 30 years until they retired.

Since Stuart’s energy and enthusiasm were hard tocontain, he managed to move from manufacturing, toengineering administration, and finally to a cross-functionalteam designed to improve the product developmentprocess. It was clear in this culture, however, that if youwanted to get something done, you had to do it yourself.

Stuart quickly understood that the only way to make thingshappen, however, was through relationships. He was anearly pioneer in relationship selling. So at an early age, he began to engage in norm breaking activity. He got toknow the personal lives of his co-workers, he bought raffletickets for people he needed to relate to, and he startedinviting people from other teams to work with him onprojects. In short, without being able to articulate it, Stuart was developing as a soul leader: being resourceful,showing restraint, and having compassion for the peoplewith whom he worked.

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Coincidentally and serendipitously, after about five years at Bendix, Stuart joined the Central Unitarian UniversalistChurch in Paramus, New Jersey. At this particular church,where he eventually served as board member, Stuart wasstruck with the emphasis on community, collaboration, andconsensus building. This is not to say that Stuart becamea soul leader because he got religion. The premise of UUis that people should be open to multiple sources of truthand that each person should build his or her owntheology—even if that means atheism or agnosticism.Stuart had always believed that the best way to get things done was to do them yourself. But in the UUfellowship, he learned that while the process may belonger and more painful, if participants reach consensuson how things needed to be done before starting a project,the end result was more productive and lasting. Stuart wasalso moved personally by the sense of camaraderie andwork spirit that develops when people work together.

Inspired by this new vision of what was possible incommunities of any kind, Stuart attempted to apply theprinciples of collaboration at Bendix. Even though he wasnever able to have much impact on the Bendix culture, theexperience made Stuart more aware of the gap betweenwhat he saw as possible in a work community and whatactually happened on a day-to-day basis for most people.While some people resonated to the idea of collaborationand community, there was too much residual resistance to make any difference—particularly without high levelsupport. Thus, after 10 years, Stuart realized there was no more growth for him at Bendix and he left.

Stuart was fortunate at that point to make the acquaint-ance of Bob Larson, the President of Larson Mortgage, a large mortgage banking company. Stuart was struck with the energy and spirit at Larson and jumped at theopportunity when Bob offered him a job. Over the next 25 years, first as an employee, and later as an owner,Stuart experienced both the benefits of working in ahealthy community and the challenges of building and

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leading one. What Bob Larson started as a highlyproductive, family-oriented operation, Stuart was able to build upon and create a new level of principle-based,community-oriented business.

When Stuart had a chance to buy Larson Financial with a controlling interest in the company, he chose instead tocreate an equal partnership with Mike Forney and GusLarson. Together, they have made conscious efforts tocreate a healthy community and to achieve exceptionalprofitability. They have succeeded and are continuing tosucceed on both fronts.

Within Larson Financial, Stuart and his partners, Gus andMike, are committed to confronting their own leadershipbehaviors and how they affect the Larson community. Inthis company, issues are surfaced and communicationsare open, honest, and direct. In every hard employeedecision, there is discussion and reflection concerning howany action fits with the stated values of the organizationand what is the right thing to do for the individual and forthe community.

When Stuart, Mike, and Gus first formed the company, they went off-site for two days and talked about what kind of company they wanted to establish and how theywanted to relate to each other. They all took the Myers-Briggs Personality Test and discussed the implications oftheir respective style preferences on how the group wouldfunction as a team. After one year, the partners decided to conduct a culture audit among all the employees to get a sense of how the employees perceived the workenvironment and their leadership style. They continue tohave leadership retreats to assess their relationship andconfront key issues, and they continue to take regularaudits of the Larson culture.

Stuart sees multiple benefits to building healthy communi-ties. First, he believes it is essential for high performanceand profitability. Second, he sees some of the same joys ina work community that one would see in a family: watching

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people grow and develop—even though the satis-faction may be delayed—is one of the most rewardingexperiences one can have. Finally, he enjoys the opencommunication, creativity, and work spirit that can only be engendered in a healthy community.

Sister Nancy HoffmanLeadership with spirit and compassionSister Nancy Hoffman is Senior Vice President of Missionand Ministry for Centura Health, one of the largest not-for-profit health systems in Colorado. In that role, she feelsher responsibility is to help Centura’s 14,000 employeesunderstand that what they do every day in the delivery ofhealth care is the expression of the organization’s missionand values. She is chosen as a model for this bookbecause she leads by affirmation and advocacy and does so on a daily basis in the lives of those she serves.

Sister Nancy has never been one to shy away from achallenge. Her career spans many creative administrativeendeavors including building and directing a program forwomen in ministry, a position she held for nine years inCincinnati. She was drawn to the Colorado mountains fora period of contemplation, when she was offered a positionas Director of Ministry/Chaplaincy at St. Anthony Hospitalin Denver. In the midst of her duties there, the Catholicand Adventist Health Systems in Colorado merged to formthe new Centura Health system. It was at that time thatshe accepted her current position to ensure that this newlymerged system would continue to keep its mission andvalues at the forefront of its business decisions.

Amidst the challenges of such a large merger, SisterNancy, along with a team of dedicated Centura managersand employees, began to develop mechanisms that wouldsupport alignment between values and practices. Theteam set out to develop ways to impact both organizationaland individual health through a program they callWellCentura. The team struggled with a way to foster

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commitment to this new culture on the part of manage-ment. Sister Nancy had an idea. She knew that the entireperformance management system for Centura managerswas being overhauled. She knew that if she couldconvince her colleagues that each manager should committo a personal and organizational health goal, it would go along way toward supporting the type of culture everyonewanted. She persisted until that vision became a reality.Personal and organizational health goals are now part ofthe vital few required areas of expected results for allCentura managers.

Continuing her quest for ways to make Centura’s vision a reality, she has committed to the development andimplementation of an additional norm-enhancingmechanism. She and several others have created a value decision matrix. The matrix is simply a framework of questions that each decision must pass through. Thequestions were built around Centura’s core values. Asexamples, questions include:

1. How does this decision affect our employees?. . . our community?. . . the uninsured?

2. In the complexity of choosing among the good thingswe could do, if this is chosen, what won’t get doneand how does that impact us?

While still in the early stages of implementation, SisterNancy’s vision is that all decisions made at any levelwould pass through the matrix and so generate relevantdiscussion. In this way, their values will literally live in theirpractices.

In very practical ways, Sister Nancy’s motto for leadershipincludes praying, role modeling, developing possibilities fora positive work spirit, and trying to get out of the way whenshe sees that positive channels for action are working.She consciously schedules extra time at each location shevisits just to wander down the hall to seek out someone toaffirm, to thank, and to give them a measure of her time.

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She holds regular open communication forums with theinstructors to “Tell me what you think I don’t want to hear!”She often helps those around her, not with answers, butwith questions and more questions until the employeefinds they come up with their own answers and solutions.

She affirms that health care is a tough world to live in right now. She works along with others struggling tobalance health quality and cost in a way that preservescompassion and integrity. She aches for all in theorganization as she watches them go through thesechanges and struggles, feeling more and more fatiguedand beaten up by the chaos of our health care system.And she knows three things for sure. First, the employeesare the living, breathing expression of Centura’s coremission and values. Second, the patients and familiesserved by Centura see whether or not Centura fulfills itsmission by the care they receive every day. And third, forCentura’s care givers to breathe life into their care, theymust first be filled with a positive work spirit themselves.She hopes to find a way to “build the organization so thatemployees feel safe enough to bring our soul to work—sothey don’t have to leave their souls in the car!”

Sister Nancy epitomizes the soul leader—she is radiantand aglow with soul.

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That “unsettled” feelingAny transformation process requires that “unsettling”period when you know that the ways of thinking that have guided you in the past are no longer working. Thisperiod is characterized by lots of frustration. And you askyourself why is it that even though tremendous resourcesand dollars have been and continue to be thrown at theproblems and opportunities, you see little difference.

We believe there are a number of possible answers to thatquestion. But what’s important is your assessment of whythese “transformational” investments have not yielded thereturns that you had hoped for. If your change efforts arefeeling more like “traumas” than “transformations,” seehow many of the items from our “Top Ten List” on the next page of reasons resonate for you.

Reflect upon all the major change efforts in which havebeen involved, and identify the recurring themes. Do yousee any patterns?

Now, in an effort to make this learning more concrete, we will use health as an example to show how all thesecauses come into play, how you can preempt the pitfalls,and how to use a systematic process to create the kind of transformation you want. This example should triggermultiple ideas for soulful leadership that you can apply to your own situation.

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III. The TransformationalProcess

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Top Ten ListReasons Why Change Efforts Feel More Like Traumas than

Transformations❑ We denied the degree of our dysfunction—

we didn’t know we were in prison.

❑ We lacked the discipline to use a systematicprocess.

❑ We lacked commitment at one or more levels of the organization.

❑ We lacked capacity (money, skills, time,resources).

❑ We couldn’t discriminate what great results looked like.

❑ We didn’t involve people as well as we shouldhave.

❑ We had inadequate role models or exemplaryorganizations to show the way.

❑ Our culture blocked all efforts at change.

❑ We had insufficient measures of success.

❑ We didn’t take a long-term view.

Transformation Step 1: Understand the degree of yourorganization’s dysfunctionHow do we put words to that unsettled feeling we have in our guts about our past efforts? Using for example,efforts to stabilize health-related costs, the first shortanswer is we’ve embraced the wrong definition of healthwhen we speak of creating healthy people and healthycommunities. In practice, we quickly adopted the medicalmodel of health by focusing on risk and disease, whichworks well if your domain is to reduce disease, but not sowell if your desire is to transform people and organizationsinto healthy communities. Our medical model definition of health has influenced everything we have done. For 15 years, we have embraced every variety of risk anddisease management known to man as the cornerstonesof our employee wellness efforts. What do we have toshow for it? Not much, if you invested because youwanted pervasive good health, high productivity, and “drop to the bottom line” evidence that your effortsimproved profitability.

The first step in understanding the degree of our dys-function is to transform our thinking about what “health” in our description of healthy communities really means.We’d like to take you through a mental exercise to do just that. Take a piece of paper and draw a horizontal lineacross the page. Now at the left end of the line, write theword “Illness.” At the right end of the line, write the word“Wellness.” Now, think about how you have felt during thepast week and put an “X” on the line, where it bestrepresents your experience of health this past week.

What you were thinking about as you marked your “X”—was it whether or not you had the flu? Your level ofenergy? Your relationships? Most people include many of these things when they consider their level of feelingwell—and that’s our first point.

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Health is much more than physical health. Too manytimes, corporate planners view creating “health” as benefitplan design, fitness centers, and smoking cessationclasses. But health is, as you have experienced, eachperson’s composite evaluation of how they’re feeling anddoing at any given point in time. If you’re experiencingpleasant, comfortable physical sensations and emotionscombined with functioning at your perceived capabilitylevel, you would say you feel well. In contrast, if you are in pain, are nauseous, or have low energy combined withthe sense that you are not functioning up to par, you willtell us you are experiencing some level of illness.

The difference in this definition of health is vital. I can bewell and be a diabetic. Conversely, I can be ill and non-productive at work and have no disease label attached to my experience.

Let’s continue on with your paper and pencil exercise.Think about how you felt when you were with those closestto you this past week and mark a corresponding “0” on theline. Is your “0” mark different from your “X” mark? Noticehow the connectedness and support (or lack thereof) thatyou receive from those closest to you actually affects howyou feel and how you function.

Now the last part of the exercise . . . think about how youfelt at work this past week and mark a corresponding “I” on the line. Is it different from where your “X” and “O” are? For many people (unfortunately), this mark is verydistinctly toward the illness end of the spectrum. Now thinkabout what made you put your mark there? Do things liketime pressures, involvement, communication, sense ofteamwork, and how your boss treats you come to mind?Many of us leave our homes every day to face a prisonwhere we are not valued, not involved, not communicatedwith, and not loved.

Now think about what you have just experienced in thisexercise. What is the chance that our traditional efforts to help employees be “healthy”—things like screening and

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health education—will really help you FEEL better com-pletely and BE MORE PRODUCTIVE in the workplace?You have just demonstrated the three most importantdistinctions that can be made around the definition ofhealth that we use in defining a healthy community. The distinctions are:

1. Health is multi-dimensional—it includes physical,emotional, intellectual, and spiritual health.

2. Health is how we’re feeling and doing—we judgeour health by our composite evaluation of how we’refeeling and doing, experiencing health as somedegree of either illness or wellness. Illness andwellness are separate phenomena from disease.

3. Health is more than disease and risk—Disease and health risk represent only a very narrow band in the spectrum of what influences our health-relatedcosts. Disease and risk only account for about one-fourth of the reason we seek health care services.Forty to sixty percent of primary care office visits arefor symptoms for which there is no clinical diagnosis.Absence and disability costs have far more to do withhow the employee feels about the employer than withtheir physical diagnosis.

If one accepts the definition of health just described as having some merit, then our traditional models ofinfluencing people’s behavior through awareness raisingand physical health enhancement programs stop short ofgetting the job done. We see employee and organizationalresistance toward taking time away from their jobs foranother wellness program because we are not addressingthe primary contributing factors to their sense of illness.

To further support our point, let’s go through anothermental exercise. Think about an area of your lifestyle thatyou know could be better—better relationships, deeperspiritual life, better sleeping or eating habits, etc. Now askyourself this question: Do I have the skills necessary to


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change that behavior—do I know what to do? For most of us, the answer is yes. Then the question is, Why aren’tyou changing? Therein lies the Achilles’ heel of the typicalphysical risk reduction approach—awareness and trainingare necessary, but not sufficient components of behaviorchange.

Finally, if the exercises we have just been through are notenough to convince you of the degree of dysfunction goingon in your organization, do some detective work. Health-related costs are an extremely meaningful measure ofsuccess. If employees are working in a community inwhich they share key values with community members,they work for supportive managers, and they have multipleopportunities for professional and personal development,one would expect to see health care costs go down or toremain relatively low compared to national trends. Theaverage per capita health-related cost for employees in U.S. corporations is approximately $6,000. Somecompanies approached $10,000 per employee, whileothers came in at less than $3,000. The difference isdirectly related to the health of the community.

In highly evaluated interventions with multiple corporations(including AT&T, Northern Telecom, Public Service ofIndiana, etc.), research indicates that an ongoing processbased on a systems approach to health and productivitywill result in significant cost savings and productivityimprovements. When health care costs are used as ameasure of success, the data should raise questions aboutwhat can be done to improve organizational and individualhealth. Even with this data, some companies still refuse to attribute any of the cause to organizational norms and values and/or to destructive management style. Whilenot denying the importance of provider selection, supplyside management, and medical consumerism, theevidence suggests that these two variables (culture andmanagement style) are directly related to health care costproblems.

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As described in Chapter II, the pioneering work ofDorothea Johnson at AT&T provided a glimmer of hope.Dorothea broke through traditional models by beginning to focus not just on individual health—but by building ahealthy community as well. How did she do it? By focusingon building health-enhancing social norms.

What influences behavior? Over and over we learn theanswer is “social norms.” Do employers create socialnorms? You bet they do—think about places you haveworked that had such painful cultures, you quit after a fewmonths. Conversely, think about the places you have beenwhere you know instantly when you walk in the door—thisis a great place—I feel valued here. Employers have amarvelous advantage in terms of influencing people’sbehavior. They have a captive audience of people whohave some level of investment in their jobs and a “toolbelt” that they use to create positive “around here-isms.”The tools are things like policies, management style,organizational structure, the physical layout of theworkplace, communication practices, etc., that togethercreate a set of norms that create “what it’s like to workaround here.” And the key is that norms can be health-enhancing or health-depleting, in terms of BOTH individualand organizational health. People are supported in theirefforts to improve their own health by the healthy socialnorms created in a workplace. It is impossible to separatethe two—healthy people and healthy communities go handin hand.

With the success of the AT&T model as a picture of whatcould be accomplished, a group of us got together in theearly 1990s and committed ourselves to finding a way toteach employers this new way of thinking about how tobuild healthy communities. The process of learning iscalled the 4D process—the 4 D’s standing for Diagnosis,Design, Delivery, and Determination. Our learning fromthese experiences with multiple employers across multipleindustries all over the world now confirms our originalhunch. There IS a better way. It CAN be done. The


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changes CAN endure. And the results are staggering.There are organizations in this country that have beentransformed by this process and are living in healthycommunities. The people who worked with us learned, and they taught their organizations how to think differently.

It requires a new mental model and a new process—a newway of thinking about how to transform your dysfunctionalorganization into a healthy community. The rest of thechapter will be devoted to helping you learn the best wayto do that.

Your Turn Think about your own situation. Where are youdenying dysfunction in your organization?

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Transformation Step 2: Develop the discipline to use a systematic processMost of the organizations we have worked with don’t quite know what to expect when they begin this learningpathway we call the 4D Process. They bring to it all of theirmechanistic thinking habits and rote ways of doing things.They view the whole experience as a project with an end.Most come to the table thinking they will build fitnesscenters or host an array of health education programs as a result.We, on the other hand, work to break down the oldthinking patterns. We go through many of the mentalexercises we just took you through and emphasize theimportance of incorporating the 4D Process into theirongoing way of doing business.A member of one of the teams we worked with becamequite uncomfortable with the fact that we were breakingdown many of her mental models. She insisted that we tell her the “one thing” that would fix their problems. Wereplied, “It’s the ‘P’ word—if you follow the process, you will become aware of the answers.” She was quitefrustrated by this.But despite her frustration, she tolerated the Diagnosis andDesign phases, and the team successfully developed astrategic plan of action. She faithfully, albeit with someskepticism, followed our advice. It wasn’t long before theorganization was launching their strategy. About a monthinto this successful launch, she began to recognize thetransformation that had been taking place within her forsome time—but was now taking place in the organizationas well. She called and left a message: “We get it! It’s the‘P’ word that counts!”


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She now realized the value of the 4D process; followingthe process first made the organization AWARE of theirproblems (Diagnosis), gave them a framework fordeveloping their strategy (Design), helped them launch the strategy (Delivery), and determined results (Deter-mination). Their organization was transformed by thisprocess—they now exemplify all four of the characteristicsof a healthy community.

As shown in the diagram above, the 4D process is simply:

Diagnosis—a problem-solving process involving a study of the challenges and opportunities facing yourorganization

Design—designing solutions for those challenges

Delivery—delivering or implementing the solutions

Determination—evaluating results

The unique difference is that we find most organizationshave not had experience applying this process to themanagement of individual and organizational health.Although the process seems simple and straightforward, it is very powerful in its results.

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Commitment

Capacity

Culture

Diagnosis

Design

Delivery

Determination

Any transformational process begins with a diagnosis ofthe commitment, the capacity, and the culture to supportchange.

Commitment is being motivated to change and having a sense of urgency to change at all levels of theorganization.

Capacity is having the skills, resources, technology, time,and money to change.

Culture is the collection of norms, values, rituals, andbeliefs that either facilitate or retard change.

Successful transformation requires a simultaneous focuson all three variables.

Your Turn What area of your organization could benefit byapplying a more systematic process?


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Transformation Steps 3 and 4: Increase readiness: assessorganizational commitment and capacity to changeHow do you assess whether or not your organization isready for transformation? What are the indicators? Wheredo you start?

These are very valid questions and important ones toanswer before you launch such an effort.

We have found from our experience that companiesexperience a collective “learning curve” of understandingand commitment to a strategic, systemic approach tocreating healthy communities. We typify the curve ashaving five key stages or “points of learning” along thecontinuum of health management efforts. The five stagesof learning are:

1. Selected compliance2. Compliance3. Conservation4. Enhancement5. Leadership

Selected compliance is characterized by a “stay out of trouble” philosophy. Leadership supports only thosemeasures designed to make it “look like” the companysupports employees, when in fact, there are few organiza-tional supports for employees. Leadership is convincedthat there is no relationship between employee health andthe success of the business, so little more is provided thana health benefit plan.

Compliance is characterized by “meeting the letter of the law.” Conforming to both external law and internalstandards receives the greatest attention. Leaders feel it isimportant to provide a safe work environment and the keymeasure of success is the number and severity of lost timeincidents. Few other efforts are seen.

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Conservation is known for its dedication to riskreduction—physical, fiscal, liability, etc. This is the classic medical or public health model. In addition to good benefits and attention to safety, these employerspump their resources into physical risk reduction efforts.There is tremendous emphasis on screening and healtheducation, but participation is typically low due to the lackof supporting health-enhancing norms.Enhancement is characterized by an expansion of the conservation philosophy to include emotional andintellectual aspects of well being. Employee assistance,diversity training, and work/family balance initiatives are all hallmarks of this type of thinking.Leadership is characterized by the three hallmarks of the system’s approach to creating healthy people andcommunities. The first is that the targets are different—the strategyfocuses on efforts to improve BOTH individual andcommunity health. Thus, the strategy would likely includemanagement development as much as a smokingcessation course, or focus on a change in decision-makingpractices as much as a health-screening effort. Second, the process (4D) used to create the strategy iscross-functional, strategic, and ongoing.Third, the outcomes are different. There would be highlevels of participation (over 80 percent) in the first year,plus ongoing results in the four indicators of a healthycommunity as described in this book.Most of the organizations we have worked with startedfrom the Conservation or Enhancement levels. They were ready for transformation because one or more of the following was true:• Their health-related costs were going up at double-digit

rates;• Their previous experience with traditional efforts was

showing dismal results;


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• There was tremendous market pressure to both reducehealth-related costs and raise employee commitment to the core purpose of the organization in order tocompete—that means solving the problem with no more “take aways.”

With the problems listed above as a motivating force forchange, the following cues to action were also evident:

• There was senior management commitment to taking afresh approach; and

• They were willing to commit organizational resources interms of time, money, and skills (either using internalstaff or outside consultants) to put a process in placethat would uncover the problems, design solutions,deliver the strategy, and determine results.

Senior level commitment and organizational capacity forchange are important prerequisites for transformation.Often senior executives need a nudge to see thatresources are realigned to accomplish this type ofinitiative. To begin, all you need is a small group ofcommitted people who are ready to do something different.Once you have your group together, you are ready to dosome detective work—to begin the Diagnosis phase.

Your Turn What’s the level of readiness for change in thearea of the organization that you identified in the previousstep?

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Transformation Step 5: Identify what great results look like:the Diagnosis phaseWhen transformational efforts begin to feel like traumas,often the core problem is that the organization hasn’t takentime to define what great results look like for them! If youcan’t envision where you’re going, how can you expect toget there? Symptoms of this are endless meetings withlittle result, team members feeling a sense of “lost”direction, or lots of fragmented, multi-directional efforts to improve this or that that seem to go nowhere. After youhave determined what great results look like, the secondchallenge is to determine where you are in relationship towhere you want to be and what the gaps are. This is thepurpose of the first phase in the 4D process—theDiagnosis phase.

A combination of data collection methods is used in theDiagnosis phase to assess where your company is on thejourney toward creating a healthy community. If you doyour job well in terms of asking questions and listening towhat the organization is telling you, your strategy will beamazingly obvious. In other words, choke the data until ittells you what to do! The prevailing question in this phaseis: “What individual and organizational indicators—bothprocesses and outcomes—could be better optimized tocreate higher levels of individual and community health?The data collected in the Diagnosis phase also serves asbaseline information for any future evaluation efforts yourcompany may want to pursue.

The diagnostic framework is based on the four dimensionsof a healthy community described in Chapter I, whichtaken together form a holistic image or “snapshot” of your company’s status as compared with industry healthmanagement norms. Process and outcome data elements(outlined in Appendix A) within each category have been


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selected and designed to collect the most essentialinformation and to serve as comparative measures against industry norms.

Some of the data will need to be collected just bygathering information from the human resources, benefits,payroll (demographic), and risk management areas. It isalso important to interview those in leadership whosesupport or commitment in terms of resources will be vitalto your success. In addition, you will want to talk face-to-face with a representative sample of employees in well-designed focus groups. Finally, designing and administer-ing a survey to gather information regarding health habits,readiness, interests, and perceptions of the quality of worklife will be essential. Be sure to ask all groups what greatresults look like to them—this will essentially create aninternal benchmark that will define the goals for theprocess and help you identify the gaps.

Once the data is gathered, use the same categoriesdescribed in Appendix A to help synthesize and model the information so that the team can assimilate and makesense out of it. Ask yourselves the following questions:

• How do you rank on the continuum from SelectedCompliance to Leadership?

• How do you stand up in terms of Commitment, Capacity,and Culture?

• What are your goals for the effort? To reduce costs? Toimprove management style? To make a measurabledifference in health, productivity, and profitability?

Once you have gathered the information and askedyourselves these important questions, you are ready to move on to the Design phase.

Your Turn Within the area of the organization youidentified in the previous steps, how often are peopletaking a hard look at where they are?

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Transformation Steps 6 and 7: Involve people, benchmark possiblesolutions, and identify exemplars: the Design phaseNow that you’ve done your detective work and thechallenges you face are glaringly obvious—you are readyto begin the Design phase. This phase has two purposes:

1. Develop a strategic plan—develop a one year plan for health management including the goals,objectives, tasks, accountabilities, timelines, budget,communications and evaluation plans for the effort. In other words, decide what you have going to do toimprove individual and organizational health and who,what, when, where, and how you are going to get itdone. One important component—it helps if the planis designed so that it will be approved and funded!

2. Create a team—bring together a cross-functional and representative group of people who can learn to work together, catch the vision, and oversee theimplementation of the plan through the year.

Deciding who will be on the team is the crucial first step. By now, you will have identified the managers whose job function impacts organizational or employeehealth in some way and you probably asked them tosupply you with data. Include these people first. Alsoinclude the person responsible for your internal employeecommunications, be that a newsletter or other media.Next, ask yourself how many different kinds of broad jobcategories there are and include employees representativeof those types of work. For example, in a utility company,representatives from the administrative support jobs, theline crews, and the power station workers would beincluded.

In selecting people, think about adding as much diversityas you can—gender, age range, job types, job sites,


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different shifts, ethnicity, hourly and salary, union and non-union, devil’s advocate and advocate, informal as well asformal leaders. It is helpful to design a letter of invitationciting the purpose of the group, who is being asked tocontribute, the extent of the time commitment, and thedesired length of service. Keep in mind that when groupsget larger than 8 to 12 people, the sheer size of the groupcan impede group dynamics and group process.

In terms of time commitment, a strategic plan can usuallybe completed with six full days of the team’s time initially.This time frame is reflective of dedicated time and a skilledfacilitator guiding the process. Then, the team will meet atleast quarterly to review progress, problem solve, and planfor the next quarter’s efforts.

Two other strategies are important to developing a greatteam. First, we find it helpful if the team discusses andapproves a set of ground rules up front. This sets thenorms for the group, opens up discussion, and sets the tone for subsequent meetings. Any book on groupdynamics lists such rules. We happen to like thosepublished by Roger M. Schwarz (1995).

Secondly, it is helpful to discuss whether decisions will be made by majority vote or by consensus. The decisionshould fit the needs and desires of the group. However, we have found tremendous benefit derived from workingtoward consensus. That is, the initiative under discussionmust be worked through and refined to the point where the entire team feels okay about the decision. Although itsounds difficult, we have found that if members of theteam are not in favor of the decision, there is a very goodreason why. That reason often constitutes a strongimplementation barrier that has not been considered orreflects a core value that has not been met. If membersfeel comfortable sharing their reasoning, often the itemunder discussion can be modified in some way—resultingin a much better “fit” with the organization—its norms andvalues.

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Six-Day Work Session AgendaWe have found the following sequence works well as theteam’s agenda items for the six-day work sessions:• Introductions; ice-breaking activity• Assure understanding of group’s purpose, time

commitment, expected member contributions• Establish ground rules; majority vs. consensus decisions• Report diagnostic findings in both written and

presentation formats and assure understanding• Develop core purpose statement that links to overall

business vision statement• Develop core values that will guide the initiative and use

them as checkpoints in your discussions and decisions• Establish no more than two to three goals for the first

year• Write no more than three to four objectives under each

goal• List tasks under each objective• Re-prioritize, eliminate redundancies, reality check the

plan at this point• Add accountabilities and timelines, reality check the plan

again• Re-prioritize if accountabilities and timelines are not

realistic• Add the budget• Run up a “trial flag” with senior management to see if

any modifications are needed• Refine the plan based on management input• Finalize the plan• Develop your communications plan• Develop your evaluation plan• Write an executive summary and develop a presentation

to be used in gaining final approval of your plan

Often, the very first step in developing a strategy is to help the team have a vision for what great results look like. Just to develop a mental picture of what is possible,it is often helpful to have phone conferences or to visitorganizations, such as the models described in thisbook. Often, people in organizations feel so demoral-ized by past efforts that have failed, that building hopeis the first prerequisite to developing your strategy.Talking with people who have succeeded or finding the right facilitator who can bring hope and experienceto the group may be where you need to start.Once you have the team put together, schedule sixdedicated days (two consecutive days each time) overapproximately a two-month period for Design Teammeetings. By now, gaining final approval for your planshould be a mute point. Involving senior management fromthe Diagnosis phase forward has made you aware of howthis effort fits with overall business objectives, where thebarriers may be, and which parameters should guide plandevelopment. If you have been successful in involving alllevels in the organization and keeping them updated alongthe way, approval should follow naturally. Approval canoften be delayed by changing organizational context orchallenges—if so, your team may need to rethink the plan,timelines, or budget so that the effort supports the newcontext. Keeping your ear to the ground along the way forthose signals is obviously crucial. With approval in hand,your team is ready to begin the Delivery phase.

Your Turn Who are the exemplars for your area oftransformation? Who should be involved in the changeeffort?

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Transformation Step 8:Impact the culture: the Delivery phaseNow that your team has created a strategic plan focusedon creating a healthier community, you’re prepared tolaunch the plan. The strategic plan becomes essentially a work plan, defining the focus, required resources, andimplementation strategy for each step in the timeline. TheDesign Team transforms into an Advisory Board, holdingaccountability for ensuring that the plan is implementedand monitored on an ongoing basis.

Communication Perhaps the most important aspect of the launch is howyou communicate the effort to employees. Corporatecommunication efforts usually succeed in telling the “whatthis is” piece, but fail miserably to provide the context forchange—the “why we need to do things differently piece.”Employees need to see that the organization is moving toa shared partnership model in building individual andcommunity health. They need to know how much of theorganization’s money is being spent on runaway health-related costs and how that squeezes their paychecks andthreatens their jobs through lowered profits. They need tohear leadership admit that well-meaning efforts to controlthose costs have been short sighted and unenlightened inthe past. They need to understand the four indicators of ahealthy community. They need to be told honestly how theorganization measures up to those indicators and thedesired results of this new approach. They need to seehow what they told you in the Diagnosis phase was usedto develop the plan. They need to know how you plan toget there and what you want them to do to help in theeffort. If you can accomplish that, you will have their fullsupport, you will see smiles, and you will have lots of helpgetting where you want to go.

Another thing we have learned from working with manycompanies is that employees don’t want this informationfrom a video, in a mass meeting with the CEO, or a letter


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mailed to their homes. They want to hear it in staffmeetings in their work units from their front-linesupervisors. Getting that done is a tall order in mostorganizations, but we find it works the best. So how do you get that done?

We have found that a logical sequence starting first withsenior management, then middle managers, then front-linesupervisors and employees works the best.

First, the strategy is best communicated to senior, mid-level, and front-line management in a session dedicated to helping them learn how to “Manage for Health andProductivity,” as already described. The session shouldinclude all of the talking points mentioned above, butshould also include the manager self-assessmentsincluded in Chapter I and assistance in helping themanager develop an initial action plan to improve their styles in at least the top three problem areas.

Some organizations go further to break out the Quality of Work Life Survey (Appendix C) results by team andrequire that executives, managers, and supervisorsdevelop action plans with their staff to improve allConcern, Problem, and Danger areas.

Pulse surveys can be used to assess early progress andsignal managers that the organization is serious aboutholding them accountable for building the health of theirteams. A step further is requiring that all managersdevelop both an individual and team-level healthimprovement goal. There is no faster way to create new management norms than incorporating healthimprovement goals (work team and individual level) intotheir performance management process.

In large, multi-site organizations this first step can takeseveral months. Supporting talking points should bedeveloped so that managers can communicate toemployees this important first phase of implementation. Of course, employee newsletters and other methods of

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communication can be used to support and reinforce themessage, but should never be used in isolation as the solesource of this important information.

It is here that the greatest paradox of the entire processoften occurs—the culture you are trying to support oftenbecomes the biggest barrier to your efforts! Your culturewas built over many years and has been reinforced timeand time again, so it isn’t likely these well entrenchedsocial norms will change easily. Often the first indicationthat you need to slow down and take extra time is difficultyin gaining support for the initial “Managing for Health andProductivity” sessions.

The key to breaking through the cultural blocks isexecutive leadership role modeling. If executives give onlylip service to the effort and their practices are not alignedwith the vision of where you are trying to go, managementwill choose to sacrifice their health for their jobs ratherthan their jobs for their health! Executives can often be“coached” through these mis-alignments in collective orone-on-one sessions, but this step is imperative.

Develop the supporting infrastructureThe next step in the launch sequence is development of the supporting infrastructure. In most organizations,staffing and budget procedures require some attention to support the ongoing, cross-functional effort. In large,multi-state or multi-site organizations, regional AdvisoryBoards often need to be developed and trained so thatefforts can be supported and increased through theirefforts at the local level. Regional groups also ensure that the overall Advisory Board has a mechanism forcommunication and assistance throughout theorganization.

Some organizations go even further to develop HealthAmbassadors at the work group level. These people serve as promoters, coaches, and reporters for the effort.This completes a “web of support” so that by the timeemployees attend their launch sessions, there is ample


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understanding and support for their efforts. The change inthe culture from just this simple sequence of events can be quite amazing and positive to those who have endured,hoped, and persisted through the early phases ofDiagnosis and Design.

Post-launch, you begin to carry out the tasks outlined inyour strategic plan, noting your progress and readjustingas necessary to reflect either new problems that emergeor changing corporate context. Delivery continuesthroughout the year, overlaid with ongoing informationsupplied by your evaluation (Determination) phase efforts.This information provides decision support for ongoingchanges to your plan and also guide re-design efforts fromyear to year.

Your Turn How well have the changes you have tried toinitiate in the past been communicated and supported?

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Transformation Steps 9 and 10:Measure the results and take the long-term view: the Determination phaseAbout once a month, we get a call: ”Please help me! I’veheard through the rumor mill that my program is on thechopping block. How can I show senior management whatI’ve done, so that I can save my program?” The truth isthat what gets measured gets valued. And corporationstoday have little tolerance or fiscal ability to continueallocation of precious resources to initiatives that showlittle contribution to the overall success of the business. So the Determination phase is a chance to show thecontribution you’re making to the organization.

The Determination phase has two purposes:

• determine the effectiveness of the strategic plan youhave just created

• plan re-design efforts for each subsequent year

Build evaluation objectivesThe first step is to “begin with the end in mind” to borrow a phrase from Stephen Covey. So, first, build yourevaluation objectives. They often include:

• Trimester or quarterly reports. These interim reportssummarize progress on strategic plan objectives,participation, satisfaction, and user profile data appro-priate for the time period. The document should be 6 to10 pages in length and contain appropriate graphics andtext plus an updated strategic plan grid. These interimreports should be presented to the Advisory Board andsenior executives with a summary of key findingspresented to the employees.

• Annual report. This annual summary of evaluationresults should be summarized in a 10 to 20 page AnnualEvaluation Report. This document should be circulatedto management and Advisory Board members withtalking points summarized for employees.


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• Internal publications. Highlights from the interim andthe annual evaluation results may be summarized inarticles for publication to employees.

• External publications. The evaluation results may alsobe summarized for various publications of importance tothe organization. The articles will highlight those areas ofprocess, impact, and outcome results that are relevantto each publication’s audience.

• Decision support information. The primary purpose of interim evaluation reports is to keep the AdvisoryBoard informed of progress—noting what is working andwhat is not working so that adjustments can be made inprogress. Before your initial year is completed, you willbe called to re-design efforts for the subsequent budgetperiod. Evaluation results should be used to guide theAdvisory Board’s efforts to re-design the plan from yearto year.

Build your evaluation planBuild the evaluation plan before you begin executing the Delivery phase so that you track participation andsatisfaction from the very beginning. You will need lead time to develop your tracking tools, establish theevaluation database, establish baseline measures for the organizational level indicators, etc.Choosing from among the indicators in Appendix A, build a plan to demonstrate the changes that will occur as theorganization is transformed into a healthy community. Wefind that a helpful framework to use in building your plan is to assess demographic, process, impact, and outcomemeasures.Demographic measures are used to describe the partici-pant and non-participant populations. Process evaluationinvolves variables like participation rates and progresstoward achievement of objectives. Impact of the initiativecan be measured by using behavioral change and quality

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of work life follow-up data. Outcome evaluation involvesmeasuring the organizational, bottom-line impact of thestrategic plan.For each data point, you will need to establish a consistentdefinition, establish the data collection methods, andidentify required data elements and analytic methods.Once that is determined, decide who will collect eachpiece of data and when it will be collected.

Once the plan is developed, it is helpful to set up a datarepository and to establish a process for establishing andrefreshing the core employee database.

In summary, the Determination phase demonstrates thecontribution of the initiative to the core business strategyand assists with re-design of the strategic plan. We do thisby tracking demographic, process, impact, and outcomemeasures for evaluating progress. Planning ahead isimperative; we begin by developing an evaluation plan with objectives and key measures.

Your Turn How well have you measured the results ofyour change initiatives?


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What are the key differentiating factors between thetransformational model just described as the 4D Modeland traditional models?

First, the way your organization thinks about health isdifferent. You’re focused on how people are feeling andfunctioning and the myriad of influences on their health.Second, the targets are different. Your health managementstrategy targets aspects of individual AND communityhealth that need to be improved. Third, the process isdifferent. You think of your health management strategy as you would any other core process in your business—involving an annual cycle of Diagnosis, Design, Delivery,and Determination of results. You involve all key stake-holders in this process and commit to the necessarycapacity required to execute your strategy. The end resultis a culture that makes it easy for people to be healthy andproductive and that translates to results in terms of the keycharacteristics of healthy communities described in thisbook.

The guiding premise is that the more strategic, integrated,and systems-based the health management process canbecome, the greater the opportunity to maximize humanand community health and productivity, thus optimizingbusiness competitiveness.

As we mentioned in the beginning of this chapter, health management simply serves as an example of an intervention that can be implemented to improve thesense of community in your organization. It is not the onlyone. Hopefully, as you have completed the “Your Turn”exercises in Chapter III, you have identified and thought

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Summary

about the most dysfunctional area in your organization.There are multiple ways to transform your organization into a healthy community:

• Decide on a charity to support, e.g., sponsor City Year • Create an inspiring vision statement• Involve people in defining the core values of the

organization• Establish a soul committee• Provide opportunities to participate in non-profit

organizations• Emphasize the importance of relationships with

customers, communities, vendors, and employees• Provide developmental opportunities for people• Share results on meaningful measures of success• Support team building• Engage in organizational renewal efforts• Sponsor social activities

The most important adjustment you can make, however, is to free soul leaders to create environments that fostercontinuous creativity, collaboration, interdependence,connectedness, and community. In the end it is soulfulleadership that results in healthy communities.

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This book has been designed to help you move fromprisons to possibilities. You saw in the beginning howinclined we are to fall into habitual patterns (Camus); how traditional sources of transformation have failed(Nietzsche); and how our societies have been plaguedwith an inability to love (Reich). You also saw howconstructive change is possible when there is a focus oneffectiveness, an openness to learning, and a willingnessto collaborate (Carkhuff). And, you saw what it takes to bea remarkable person and soulful leader: resourcefulness,restraint, and compassion (Gurdjieff).

Then, you learned how to recognize a healthy communitywhen you see one by observing physical, emotional,intellectual, and spiritual indicators of health. You saw how it was possible to create communities of continuouscreativity, connectedness, and joy. You also saw, byexample, how soulful leaders shaped those communities,and how exemplary organizations established inter-dependent relationships in which both partners grew and are continuing to grow.

Next, you assessed yourself on the ten behaviors thatcould result in trauma instead of transformation for youand your organization. And, you saw how a systematictransformation process has achieved and can achievesignificant results that lead to a healthy community.

We hope this book inspires you to take a hard look at the prisons you have created and a fresh look at thepossibilities that stand before you. We hope that throughyour soulful leadership you will create abundant profits andan elevated purpose for your organization and that yourcommunities will be vibrant with life, learning, and love.

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Epilogue

The following sections detail the indicators for the fourdimensions of Healthy Communities:

1. Physical 3. Emotional2. Intellectual 4. Spiritual

As explained in Chapter III, the starting place is toestablish baseline information on all parameters(Diagnosis) and build your plan for creating a healthycommunity to address the gaps between where you are and where you would like to be (Design). As your plan is delivered (Delivery), be sure to re-assess theseindicators at least on an annual basis to determine results(Determination) and to help you re-design your plan fromyear to year.

1. Physical indicatorsA healthy community is safe and has sound environmentalpractices. A healthy community effectively managesmedically related absence in the workplace and haseffective processes in place to return people back to workas quickly as possible following illness or injury. A healthycommunity supports healthy lifestyle behaviors andexperiences higher percentages of people who practicehealthy lifestyle habits. To determine the degree to whichyour company meets these indicators, the followingmeasures are suggested.

A-1

Appendix A:Indicators of Healthy

Communities

A. Safety and environmentProcess indicators• Policies regarding harassment and equal

opportunity are in place and enforced• Confidential grievance process in place and

enforced• Demographics reveal appropriate gender, age,

ethnicity, educational level, job status mix• Appropriate security and insurance measures are

taken to ensure employee safety on companygrounds, in company vehicles, and during companytravel

• Policies regarding OSHA compliance are in placeand enforced

• Air, heat, water, light, noise, work environment, andwork station ergonomics are all within regulatorystandards

• Environmental issues regarding use of company’sproducts are explored and standards are enforcedto meet regulatory requirements

Outcome indicators• Incidence of sexual harassment grievances• Incidence of lack of equal opportunity grievances • Incidences caused by a breach of security• Reports detailing degree of OSHA and

environmental compliance• Reports detailing degree of work station and work

environment ergonomic review and compliance• Medically related absenteeism: incidence rates and

costs• Workers’ compensation: incidence rates by type of

injury and costs• Short- and long-term disability: incidence rates by

type of injury and costs

A-2


B. Healthy lifestyle behaviorsProcess indicators• Health incentive systems are in place• Food options include an abundance of healthy

choices at affordable prices• Exercise options exist—either at the workplace or

through subsidized arrangements with communityvendors

• Workers are encouraged to use flextime to takeadvantage of health-enhancing activities

• Workplace includes dedicated space for quietreflection and rest

• Lifestyle skill-building programs are accessible in avariety of different formats (program, self-guidedmaterials, audiocassette, video)

• Benefit plan design provides coverage forpreventive screenings and exams

• Annual health assessment process in place• Nurse advisory services or other self-care training

resource in place

Outcome indicators• Employee perception of degree of organizational

support for healthy lifestyle behaviors• Health risk and readiness to change• Health status—how people are feeling and

functioning• Productivity• Stabilized and lower than industry average:

— health plan claims costs — medically related payments as percent of payroll— total employee benefits as percent of payroll— total employee benefits as percent of operating

costs— total employee benefits as percent of after-tax

profitability

Appendix A: Indicators of Healthy Communities

A-3

2. Intellectual indicatorsA healthy community is one where a productivemanagement style is pervasive in the organization. Ahealthy community experiences a high level of individualand organizational success, indicated by the degree towhich profitability, turnover, morale, and health care costsare effectively and proactively managed. The healthycommunity experiences health-related costs and growthtrends that are significantly lower than their industry peers.The healthy community experiences health care usepatterns per covered beneficiary that are significantly lowerthan the age/sex adjusted levels for their industry peers.To determine the degree to which your company meetsthese indicators, the following measures are suggested.

A. Productive management styleProcess indicatorsThis information can be gathered in several differentways, but perhaps the most popular way is through a360-degree feedback performance assessment tool.Several proprietary tools are available.

If you wish to develop your own, another way togather this information is to collectively agree onperformance dimensions that are of value in yourorganization. Performance plans typically include“expected results” or “what” should get done, but fail to incorporate performance dimensions. Perform-ance dimensions are aspects of “how” someoneperforms their job. A top manager may be great ataccomplishing all of her expected results, but may do considerable damage to all those around her, inthe way she accomplishes those tasks. Examples of performance dimensions include leadership,teamwork, accountability, etc.

Once the organization has decided what dimensionsare of importance, the manager should requestfeedback on them (preferably in a 360-degree format)

A-4


each time they are evaluated and should beencouraged to develop action plans based on theirresults. The concept of 360 degrees simply meansthat any given manager should ask for feedback fromthose who supervise them, their peers, and those theysupervise. Increasingly, many are beginning to includea review by their customers in addition to thosecontacts outside the company with whom relationshipsare important. Performance management moves awayfrom one-time, annual reviews. Instead, managersshould be encouraged to hold frequent “dialogue”sessions with their important contacts so that they can begin to work on problem behaviors and receiveongoing, supportive feedback on their progress. Tosummarize:

• Expected results and performance dimensions arealigned with business objectives. The performanceplan is clear and agreed upon with each manager.

• Ongoing dialogue process replaces the annualperformance review.

• Action plans are developed to help the managerwith problem areas and the manager is heldaccountable for progress.

• Performance is tied to succession planning andcompensation.

• A simple rating scale for performance dimensionsmight look like the following:

High performance: >9 ratingStrength: 8–9 ratingConcern: 7–7.9 ratingProblem: 6–6.9 ratingCrisis: 5–-5.9 rating

Outcome indicators• Management style ranks as a “Strength” in terms of

gap score on employee Quality of Work Life Surveyitems found in Appendix C.


A-5

B. Continuous creativityProcess indicators• All categories in annual employee Quality of Work

Life Survey in “Strength” category• Intellectual Capital Development (ICD) process

measures

Outcome indicators• ICD outcome measures

3. Emotional indicatorsPremise: A healthy community is one where employeesexhibit a high degree of emotional well-being. To deter-mine the degree to which your company meets theseindicators, the following measures are suggested.

A. High performance on shared valuesProcess indicators• Vision statement in place and used to align

business strategy• Mission statement gives community members a

clear direction and a keen awareness of their uniquecontribution

• Community values are clearly stated• Annual process in place to measure progress on the

norms

Outcome indicators• All categories in annual employee Quality of Work

Life Survey interpreted as “Strength” gap score.

A-6


B. Organizational support for personaldevelopmentProcess indicators• Career development model and succession plan in

place• Recognition system supportive of personal

development• Tuition reimbursement in place• Employee assistance program (EAP) in place• Diversity training in place

Outcome indicators• Percent of new positions filled from within employee

population• Recognition seen as area of “Strength” on employee

Quality of Work Life Survey• Turnover lower than industry norms• Increasing use of tuition reimbursement program• Respect and fairness seen as areas of “Strength” on

employee Quality of Work Life Survey• Employee assistance utilization data should also be

reviewed to ensure that use is appropriate• Mental health claims compared to industry norms

4. Spiritual indicatorsPremise: A healthy community is one where all who comein contact with the organization experience joy and wish tobe connected in an ongoing way with the organization.They are drawn to the community.

To determine the degree to which your company meetsthese indicators, the following measures are suggested.


A-7

A & B. Connectedness and joy Process indicators• People’s unique gifts are celebrated.• Processes are in place to encourage people to

reflect upon and acknowledge their strengths andweaknesses.

• There is support for “whole person” development.• There is willingness to accept and initiate feedback.• There are agreed-upon levels of honesty.• The process for addressing issues and concerns is

well defined and clear to all who come in contactwith the community.

Outcome indicators• Unsolicited resumes exceed the number of positions

available.• Issues and concerns are resolved quickly and with

relative ease.• Customer satisfaction is high especially in the areas

of responsiveness and courtesy.• Work environment reflects a predominance of

smiles, laughter, warmth, and support.• Turnover is low.• Interdependence and Integrity are seen as areas

of “Strength” on the employee Quality of Work LifeSurvey (Appendix C).

• The community is resilient—it responds to changingcompetitive environments with creativity, passion,and commitment.

A-8


Completing the Possibilities Profile that follows will giveyou an idea of how urgent it is for you to make changes. It will also provide you with some direction for enhancingyour life in a number of ways. As you make yourassessment, remember to look for your strengths as well as your risks or weaknesses.

Part 1. Unchangeable Risk Factors Directions: Circle the score that fits for you.

ScoreAge and Sex• If you are a male under 35 or a female under 40 . . . . . . . . . . . .1• If you are a male between 36 and 45 or a female between

40 and 50 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3• If you are a male over 45 or a female over 50 . . . . . . . . . . . . . 5Personal Health History• Diabetes symptoms:

— If none . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1— If mild, controlled by diet . . . . . . . . . . . . . . . . . . . . . . . . 5— If severe, controlled by insulin . . . . . . . . . . . . . . . . . . . . 10

• Heart Disease:— If no diagnosed problem . . . . . . . . . . . . . . . . . . . . . . . . 1— If diagnosed problem . . . . . . . . . . . . . . . . . . . . . . . . . . .10— If diagnosed problem and history of

heart attack or heart surgery . . . . . . . . . . . . . . . . . . . . . .15

Family Health History• Number of blood relatives (parents, siblings, grandparents) who

died prior to age 65 due to heart disease, cancer, or stroke:— If 0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1— If 1–2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5— If 3–4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10— If more than 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Unchangeable Risk Factors Total Score ________

B-1

Appendix B:Possibilities Profile

In general, the higher your score, the more you are at risk. Thisprofile does not deal extensively with unchangeable risk factorsbecause it is not intended to be a comprehensive medical history. A risk appraisal cannot be a substitute for medical care.

As you get older, especially if you have a history of illness, you are at greater risk; therefore, it is important to reduce the risk factors thatcan be changed and to do things to enhance your health and well-being. If you have a family history of heart disease, cancer, and/orstroke, you are at greater risk, and it is critical to get professionalscreening or do self-screening for the earliest possible detection of illness. Although this may seem like common sense, many of usignore our unchangeable risk factors.

Part 2. Modifiable Risk Factors (Things that can be changed)Directions: Circle the item in each section that matches you.A short description explains the importance of each factor.

ScoreTobacco Use• If you have never used tobacco . . . . . . . . . . . . . . . . . . . . . . . .1• If you have not used tobacco for more than 5 years . . . . . . . . .5• If you have not used tobacco for 5 years or less . . . . . . . . . . .10• If you use tobacco . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

The most powerful and effective thing you can do to improve yourhealth is to stop smoking. If you use tobacco in any form, quit.

Blood Pressure* • If your top score is less than 140 and your bottom

score is less than 90 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1• If your top score is between 140 and 160 and

your bottom score is between 90 and 100. . . . . . . . . . . . . . . .10• If your top score is above 160 and/or your bottom score

is above 100 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15High blood pressure, called hypertension, is one of the top three risk factors for early death and disability caused by cardiovasculardisease.

B-2


ScoreCholesterol* • If your total cholesterol level is less than 200 . . . . . . . . . . . . . . .1• If your total cholesterol level is between 201 and 250 . . . . . . .10• If your total cholesterol level is above 250 . . . . . . . . . . . . . . . .15

Each reduction of your total cholesterol level by 1 percent reducesyour total risk of heart attack by 2 percent.

* Note: If you do not know your blood pressure or cholesterol level, it is recommended that you find out because of its strong relation-ship to risk. If you have ever been told that your blood pressure or cholesterol was high, score a 15; otherwise, do not score thatsection.

Weight• If you are within 10 lbs. of what you should weigh for your

age and height . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1• If you are between 10 and 25 lbs. above what you should

weigh . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5• If you are more than 25 lbs. above what you should weigh . . .10

Being overweight increases the chances of having high bloodpressure, high cholesterol, and diabetes.

Safe Driving

Safe driving includes wearing seatbelts, driving defensively, andobeying traffic rules.

• If you always drive safely . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1• If you almost always drive safely . . . . . . . . . . . . . . . . . . . . . . . .5• If you don’t drive safely . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Accidents are the leading cause of death for people under age 35.Many of these accidents could be prevented by making a habit ofsome simple behaviors like fastening your seatbelt and being on thelookout for potential accident situations.

Appendix B: Possibilities Profile

B-3

ScoreStress OverloadFeeling things are out of control; that there is not enough time; feelingangry at other people; or feeling bitter about not getting your way.

• If you almost never feel this way . . . . . . . . . . . . . . . . . . . . . . . .1• If you occasionally feel this way . . . . . . . . . . . . . . . . . . . . . . . .3• If you frequently feel this way . . . . . . . . . . . . . . . . . . . . . . . . .10

Certain behaviors, especially hostility, are associated with increasedrisk of heart disease and accidents.

Back Pain• If you never have back pain . . . . . . . . . . . . . . . . . . . . . . . . . . .1• If you sometimes have back pain that limits your activities . . . . .5• If you frequently have back pain that limits your activities . . . .10

Pain in the lower back is one of the most disabling events a personcan experience.

Alcohol• If you don’t drink . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1• If you have less than one drink* per day . . . . . . . . . . . . . . . . . .1• If you have one or two drinks per day . . . . . . . . . . . . . . . . . . . .5• If you have three or more drinks per day . . . . . . . . . . . . . . . . .10 * Note: One drink is equal to 8 ounces of beer or one cocktail or

6 ounces of wine.

Alcohol abuse can lead to serious health and social problems, and itis implicated in over 50 percent of motor vehicle fatalities. For yourhealth and that of others, don’t drink and drive.

Eating Unhealthy Foods• If you regularly limit your intake of fats, sugar, cholesterol

and salt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1• If you occasionally limit your intake of fats, sugar, cholesterol

and salt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3• If you rarely limit your intake of fats, sugar, cholesterol

and salt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

The average American consumes about 20 percent too much fat, 100pounds of excess sugar, and four times as much salt in the diet as isrecommended for good health. Total dietary fat is recommended notto exceed 30 percent of calories.

B-4


If any one of your scores in this section is 10 or above, you have amodifiable factor that is putting you at risk. Scores of 10 or more inseveral areas indicate a general lifestyle that is putting you at highrisk. When many risk factors combine, the likelihood of somethingunhealthy happening to you is increased greatly. If you are already at risk because of your personal and family medical history, itbecomes even more urgent to act now.

Part 3. Modifiable EnhancersEnhancers are those factors you can enhance to improve thequality of your life or reduce your risk of premature death.

Directions: Continue with your Possibilities Profile. Circle thescore that fits for you.

ScoreTime for YourselfHaving time for yourself or the things you value such as family orhobbies• If you usually make time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1• If you occasionally make time . . . . . . . . . . . . . . . . . . . . . . . . . .5• If you rarely make time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Making time for ourselves and the things we value is a responsibilitywe should take seriously because it is necessary for positive mentalhealth.

Eating Healthy FoodsHealthful foods include fruits, vegetables, and grains.• If you eat a variety of healthful foods with an emphasis

on fiber . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1• If you eat a variety of healthful foods . . . . . . . . . . . . . . . . . . . . .3• If you don’t eat a variety of healthful foods . . . . . . . . . . . . . . . .5

What we eat can improve the way we feel and increase our level ofenergy on a day-to-day basis.


B-5

ScoreExerciseModerate exercise is sustaining an aerobic target heart rate for 20minutes three or more times per week.

• If you exercise moderately on a regular basis . . . . . . . . . . . . . .1• If you exercise lightly on a regular basis or perform lots

of physical activity at home or at work . . . . . . . . . . . . . . . . . . . .3• If you rarely exercise and/or perform a limited amount of

physical activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

While lack of exercise has been implicated in a number of healthproblems, exercise is included in the enhancer section because of its positive impact on quality of life.

Job SatisfactionComing to work eager and leaving work with a feeling ofaccomplishment.

• If you frequently feel this way . . . . . . . . . . . . . . . . . . . . . . . . . .1• If you occasionally feel this way . . . . . . . . . . . . . . . . . . . . . . . .5• If you usually feel dissatisfied with your job . . . . . . . . . . . . . . .10

This factor is one of the best predictors of longevity and overallhappiness.

Interpersonal Communication SkillHaving meaningful and productive communications with others athome and at work.

• If you frequently have such communication . . . . . . . . . . . . . . . .1• If you occasionally have such communication . . . . . . . . . . . . . .3• If you occasionally have such communication at home or

at work, but not both . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5• If you rarely have such communication . . . . . . . . . . . . . . . . . .10

Interpersonal communications (relationships) play a major role insocial support and emotional well being. Effective interpersonalcommunications are a key part of success at home and at work.

B-6


ScoreSelf-EsteemFeeling capable and satisfied with your performance and character athome and at work.

• If you frequently feel satisfied with yourself at home and at work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

• If you occasionally feel satisfied with yourself at home and at work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

• If you occasionally feel satisfied with yourself at home or at work, but not both . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

• If you rarely feel satisfied with yourself . . . . . . . . . . . . . . . . . .10

Self-esteem is a two-edged sword. As a risk factor, it has profoundimplications for depression and suicide. As a positive factor, self-esteem is central to the whole process of successful change.

ConnectednessA sense of community with family, with your work group, with church,with humanity, with the environment.

• If you frequently feel connected . . . . . . . . . . . . . . . . . . . . . . . . .1• If you occasionally feel connected . . . . . . . . . . . . . . . . . . . . . . .5• If you usually feel alone . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Feeling linked to others gives us a sense of belonging and security.

If any one of your scores in this section is 5 or above, then you maylack some enhancers that can improve the quality of your life as wellas reduce your risk of premature death. Scores of 10 in several areasindicate a lifestyle that could be greatly enhanced.


B-7

High performance is measured via this annual EmployeeOpinion or Quality of Work Life Survey where employees’perceptions of the quality of work life is documented,measured, and used to drive actionable strategies toimprove the organizational culture as a whole and forspecific work teams (results should include break-outreports by team). (Categories of items may also includethose described in Chapter I such as commitment toexcellence, respect, fairness, open communications, etc.)The response set is vital and should measure degree ofagreement with each item, degree of importance of eachdimension to the employee, and directionality (Are thingsgetting better? Getting worse? Or about the same?). Thispermits the calculation of “gap scores” so that the highestpriority is given to dimensions that are both of concern andof importance to employees. Gap scores for each item andeach category of items are calculated and are interpretedusing the following scale:

• High Performance: <0.5 gap• Strength: 0.5–.99 gap• Concern: 1.0–1.49 gap• Problem: 1.5–2.0 gap• Danger: >2.0 gap

C-1

Appendix C:Quality of Work Life Survey

Com

mun

icat

ion

Gap

Dire

ctio

nIte

mSt

reng

thIm

port

ance

Scor

e+

or –

1.I a

m in

form

ed a

bout

wha

t goe

s on

in m

y im

med

iate

wor

k ar

ea.

2.I a

m in

form

ed a

bout

wha

t goe

s on

in th

e co

mpa

ny.

3.In

form

atio

n co

mes

dire

ctly

from

the

appr

opria

te s

ourc

e.

4.In

form

atio

n is

acc

urat

e.

5.In

form

atio

n is

com

plet

e.

6.In

form

atio

n is

tim

ely.

7.Th

e co

mpa

ny c

omm

unic

ates

its

visi

on a

nd v

alue

s.

8.R

umor

s do

not

hur

t the

com

pany

’s e

fforts

.

9.I f

eel f

ree

to e

xpre

ss m

y co

ncer

ns a

nd o

pini

ons.

10.

My

Team

Lea

der s

eeks

out

the

idea

s of

all

empl

oyee

s.

11.

My

Team

Lea

der t

ries

to u

se th

e id

eas

of a

ll em

ploy

ees.

C-2


(continued)

Appendix C: Quality of Work Life Survey

C-3

Com

mun

icat

ion(concluded)

Gap

Dire

ctio

nIte

mSt

reng

thIm

port

ance

Scor

e+

or –

12.

Lead

ersh

ip is

usu

ally

ope

n m

inde

d.

13.

Our

bul

letin

boa

rds,

E-M

ail,

and

new

slet

ters

com

mun

icat

e us

eful

info

rmat

ion.

14.

Peop

le re

spec

t the

con

fiden

tialit

y of

oth

ers.

15.

Team

Lea

ders

and

em

ploy

ees

enga

ge in

dire

ct, h

ones

t di

scus

sion

s.

16.

My

Team

Lea

der e

ffect

ivel

y m

anag

es c

onfli

ct.

17.

I am

abl

e to

giv

e m

y Te

am L

eade

r fee

dbac

k w

ithou

t fea

r of

retri

butio

n.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

1.5

–2.0

D

ange

r > 2

.0

C-4


Col

labo

ratio

nG

apD

irect

ion

Item

Stre

ngth

Impo

rtan

ceSc

ore

+ or

–

1.I t

rust

my

co-w

orke

rs.

2.I t

rust

my

Team

Lea

der.

3.I a

m a

ble

to d

epen

d on

oth

ers.

4.M

y co

-wor

kers

reso

lve

diffe

renc

es c

onst

ruct

ivel

y.

5.Th

e jo

b re

spon

sibi

litie

s at

the

com

pany

are

cle

ar.

6.M

y co

-wor

kers

hel

p ea

ch o

ther

to le

arn

and

deve

lop.

7.M

y co

-wor

kers

feel

they

are

par

t of t

he te

am.

8.M

y co

-wor

kers

car

e ab

out t

he c

ompa

ny.

9.I c

are

abou

t my

wor

k gr

oup.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

1.5

–2.0

D

ange

r > 2

.0


C-5

Cha

nge

Invo

lvem

ent

Gap

Dire

ctio

nIte

mSt

reng

thIm

port

ance

Scor

e+

or –

1.C

hang

e is

org

aniz

ed.

2.D

urin

g tim

es o

f cha

nge,

I un

ders

tand

“wha

t” th

e ch

ange

is.

3.D

urin

g tim

es o

f cha

nge,

I un

ders

tand

“why

” the

cha

nge

is

nece

ssar

y.

4.D

urin

g tim

es o

f cha

nge,

I un

ders

tand

“how

” the

cha

nge

will

affe

ct m

e.

5.D

urin

g tim

es o

f cha

nge,

I un

ders

tand

“whe

n” th

e ch

ange

will

occu

r.

6.I p

artic

ipat

e in

mak

ing

the

chan

ge.

7.I s

ee th

e co

mpa

ny b

enef

iting

from

cha

nge.

8.W

e w

ork

toge

ther

to m

ake

chan

ge a

suc

cess

.

9.I s

ee c

hang

e as

opp

ortu

nity

.

10.

I tak

e pe

rson

al re

spon

sibi

lity

for m

akin

g ch

ange

suc

cess

ful.

11.

I fee

l sup

porte

d by

my

Team

Lea

der d

urin

g tim

es o

f cha

nge.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

1.5

–2.0

D

ange

r > 2

.0

C-6


Feed

back

Pro

cess

Gap

Dire

ctio

nIte

mSt

reng

thIm

port

ance

Scor

e+

or –

1.M

y jo

b de

scrip

tion

clea

rly s

tate

s w

hat i

s ex

pect

ed o

f me.

2.Th

e le

vel o

f per

form

ance

exp

ecte

d of

me

is re

ason

able

.

3.I a

m s

atis

fied

with

the

curre

nt E

mpl

oyee

Fee

dbac

k Pr

oces

s.

4.M

y cu

rrent

feed

back

ses

sion

s ar

e ef

fect

ive

in g

uidi

ng a

nd

deve

lopi

ng m

y w

ork.

5.M

y jo

b re

spon

sibi

litie

s ar

e cl

early

link

ed to

the

com

pany

’s

goal

s.

6.I r

ecei

ve in

form

al fe

edba

ck fr

eque

ntly

thro

ugho

ut th

e ye

ar.

7.I a

m a

ble

to p

rovi

de in

put o

n pe

rform

ance

exp

ecta

tions

.

8.M

y pe

rform

ance

exp

ecta

tions

are

cle

arly

link

ed to

pro

vidi

ng

good

cus

tom

er s

ervi

ce.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

1.5

–2.0

D

ange

r > 2

.0


C-7

Rew

ards

and

Rec

ogni

tion

Gap

Dire

ctio

nIte

mSt

reng

thIm

port

ance

Scor

e+

or –

1.I a

m p

aid

fairl

y.2.

I am

reco

gniz

ed fo

r a jo

b w

ell d

one.

3.Em

ploy

ees

are

reco

gniz

ed in

a m

eani

ngfu

l way

.4.

I am

told

abo

ut m

y m

ista

kes

in a

con

stru

ctiv

e m

anne

r.5.

I hav

e op

portu

nitie

s to

lear

n an

d im

prov

e m

y sk

ills.

6.Th

e co

mpa

ny p

rovi

des

adeq

uate

orie

ntat

ion

whe

n em

ploy

ees

star

t a n

ew jo

b.7.

My

Team

stri

ves

to c

reat

e jo

y in

our

wor

k.8.

I rec

eive

ade

quat

e he

lp w

hen

I hav

e w

ork-

rela

ted

prob

lem

s th

at in

terfe

re w

ith m

y ab

ility

to d

o m

y jo

b.9.

I rec

eive

ade

quat

e he

lp w

hen

I hav

e pe

rson

al p

robl

ems

that

in

terfe

re w

ith m

y ab

ility

to d

o m

y jo

b.10

.I a

m e

ncou

rage

d to

be

crea

tive.

11.

My

Team

cel

ebra

tes

succ

ess.

12.

I ada

pt to

new

tech

nolo

gies

and

lear

n to

use

new

tool

s.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

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D

ange

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.0

C-8


Qua

lity

of W

ork

and

Prod

uctiv

ityG

apD

irect

ion

Item

Stre

ngth

Impo

rtan

ceSc

ore

+ or

–

1.O

vera

ll, I

am p

roud

of t

he c

ompa

ny’s

qua

lity

of w

ork.

2.I a

m p

roud

of t

he q

ualit

y of

my

wor

k.

3.Th

e co

mpa

ny p

rovi

des

me

with

the

reso

urce

s to

pro

duce

qu

ality

wor

k.

4.Th

e co

mpa

ny is

com

mitt

ed to

hig

h qu

ality

.

5.Th

e co

mpa

ny is

run

effic

ient

ly.

6.M

y Te

am L

eade

r add

ress

es p

erfo

rman

ce c

once

rns.

7.I s

eek

way

s to

con

tinua

lly im

prov

e m

y w

ork

proc

esse

s.

8.M

y Te

am s

erve

s as

effe

ctiv

e st

ewar

ds o

f the

com

pany

’s

reso

urce

s.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

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robl

em =

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D

ange

r > 2

.0


C-9

Safe

ty, H

ealth

, and

Wor

k En

viro

nmen

tG

apD

irect

ion

Item

Stre

ngth

Impo

rtan

ceSc

ore

+ or

–

1.Th

e ph

ysic

al e

nviro

nmen

t at t

he o

ffice

is h

ealth

y fo

r em

ploy

ees

(e.g

., ai

r qua

lity,

tem

pera

ture

, and

wat

er).

2.M

y ph

ysic

al w

ork

envi

ronm

ent i

s at

tract

ive.

3.Th

e co

mpa

ny p

rovi

des

a sa

fe w

ork

envi

ronm

ent.

4.Th

e co

mpa

ny p

rom

otes

phy

sica

l, em

otio

nal,

and

men

tal h

ealth

.

5.In

divi

dual

s fo

llow

saf

ety

polic

ies.

6.Th

e co

mpa

ny p

rovi

des

prop

er s

ecur

ity fo

r em

ploy

ees.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

1.5

–2.0

D

ange

r > 2

.0

C-10


Empo

wer

men

tG

apD

irect

ion

Item

Stre

ngth

Impo

rtan

ceSc

ore

+ or

–

1.I a

m g

iven

opp

ortu

nitie

s to

use

my

tale

nts

to th

e fu

llest

.

2.M

y Te

am L

eade

r enc

oura

ges

me

to a

ssum

e in

form

al

lead

ersh

ip ro

les.

3.I f

eel f

ree

to s

eek

out n

ew jo

bs a

nd o

ppor

tuni

ties.

4.I h

elp

whe

n w

ork

pile

s up

.

5.M

y co

-wor

kers

hel

p w

hen

wor

k pi

les

up.

6.I t

ake

initi

ativ

e in

stea

d of

“jus

t doi

ng m

y jo

b” o

r “w

aitin

g to

be

told

.”

7.M

y co

-wor

kers

take

initi

ativ

e in

stea

d of

“jus

t doi

ng th

eir j

ob” o

r “w

aitin

g to

be

told

.”

8.I c

an d

epen

d on

my

Team

Lea

der t

o fo

llow

thro

ugh.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

1.5

–2.0

D

ange

r > 2

.0


C-11

Wor

k an

d Fa

mily

Bal

ance

Gap

Dire

ctio

nIte

mSt

reng

thIm

port

ance

Scor

e+

or –

1.Th

e co

mpa

ny is

a fa

mily

-frie

ndly

org

aniz

atio

n.

2.Th

e co

mpa

ny p

rovi

des

oppo

rtuni

ties

for e

mpl

oyee

s to

be

activ

e in

the

com

mun

ity.

3.I a

m h

appy

with

the

leve

l of f

lexi

bilit

y in

wor

k sc

hedu

les.

4.Th

e qu

ality

of m

y lif

e is

not

hur

t by

job-

rela

ted

stre

ss.

5.Em

ploy

ees

rece

ive

satis

fact

ory

bene

fits

(e.g

., in

sura

nce,

pe

rson

al ti

me,

sic

k tim

e, e

duca

tiona

l ass

ista

nce)

.

6.Em

ploy

ees

have

a g

ood

bala

nce

betw

een

wor

k an

d fa

mily

.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

1.5

–2.0

D

ange

r > 2

.0

C-12


Res

pect

and

Fai

rnes

sG

apD

irect

ion

Item

Stre

ngth

Impo

rtan

ceSc

ore

+ or

–

1.I a

m tr

eate

d w

ith d

igni

ty.

2.D

iffer

ent c

ultu

res/

ethn

icity

are

resp

ecte

d by

the

com

pany

.

3.Th

e co

mpa

ny e

nsur

es e

qual

opp

ortu

nity

at a

ll le

vels

.

4.Th

e co

mpa

ny tr

eats

peo

ple

as in

divi

dual

s w

ith u

niqu

e ne

eds.

5.Th

e co

mpa

ny d

oes

not t

oler

ate

disc

rimin

atio

n an

d pr

ejud

ice.

6.M

y co

-wor

kers

resp

ect p

erso

nal p

rivac

y.

7.Em

ploy

ees

show

resp

ect f

or e

ach

othe

r.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

1.5

–2.0

D

ange

r > 2

.0


C-13

Cus

tom

er R

elat

ions

Gap

Dire

ctio

nIte

mSt

reng

thIm

port

ance

Scor

e+

or –

1.Th

e de

finiti

on o

f cus

tom

er s

ervi

ce is

com

mun

icat

ed

thro

ugho

ut th

e co

mpa

ny.

2.I w

ork

in a

n en

viro

nmen

t tha

t em

pow

ers

me

to p

rovi

de g

ood

cust

omer

ser

vice

.

3.I r

ecei

ve p

erso

nal s

atis

fact

ion

whe

n I p

rovi

de g

ood

cust

omer

se

rvic

e.

4.W

hen

doin

g m

y jo

b, I

am c

once

rned

with

wha

t my

cust

omer

s th

ink,

wha

t the

y w

ant,

and

how

bes

t to

serv

e th

em.

5.Le

ader

ship

reco

gniz

es th

e im

porta

nce

of o

ur c

usto

mer

s.

6.M

y Te

am re

cogn

izes

lega

l and

eth

ical

resp

onsi

bilit

ies.

Gap

sco

re in

terp

reta

tion:

S

tren

gth

< 1.

0

Con

cern

= 1

.0–1

.49

P

robl

em =

1.5

–2.0

D

ange

r > 2

.0

Adams, Scott. The Dilbert Principle. New York: HarperCollins, 1995.

Bellingham, R. and Friel, T. Intellectual CapitalDevelopment. New Jersey: Possibilities, Inc., 1998.

Campanello, R. and Price, T. “HR Enters the InformationAge.” The Review, January, 1995.

Camus, A. The Plague. New York: Vintage, 1972.Carkhuff, R. R. The Development of Human Resources.

New York: Holt, 1971.Collins, J. C. and Porrass, J. I. Built to Last. New York:

Harper Collins, 1994.Covey, Stephen. The Seven Habits of Highly Effective

People. Gardner, Howard. Extraordinary Minds. New York: Harper

Collins, 1997.Grant, Sarah. “Lotus Development Corporation: Spousal

Equivalents.” Harvard Business School Case Study#9–394–197: June, 1994.

Gurdjieff, G. I. Meetings with Remarkable Men. New York:E. P. Dutton, 1974.

Mendes, Anthony. Inspiring Commitment: How to WinEmployee Loyalty in Chaotic Times. Burr Ridge, IN:Irwin Professional Publishing, 1996.

Nietzsche, F. Thus Spoke Zarasthustra in The PortableNietzsche. New York: Viking, 1954.

Reich, W. Character Analysis. New York: Noonday, 1949.Schwarz, Roger M. “Ground Rules for Effective Groups,”

The Skilled Facilitator: Practical Wisdom for Develop-ing Effective Groups. San Francisco: Jossey-Bass,Inc., 1995.

R-1

References

Index

I-1

–A–

Absenteeism, A-2Accountability, A-4Action plans, A-5Adams, Scott, vi, 13Advisory Board, 73, 75, 77,

78Affection, 29Affirmation, 29Age, B-1Age of Ideation, viAge of Information, viAlcohol use, 39, B-4American Association of

Blood Banks, 40American Occupational

Medical Association, 38Annual report, 77Aquinas, Thomas, viiAristotle, viiAssociation of Labor

ManagementAdministrators andConsultants onAlcoholism, 39

AT&T, 37–40, 58, 59AT&T Long Lines, 38–39Attitudes, spiritual

leadership and employee,44

Axelrod, Janet, 32

–B–

Back pain, B-4Behavior

relation to values, 13social norms and, 59See also Lifestyle

behaviorBendix Corporation, 47–48Benefit plan design, A-3Blood donor program, 40Blood pressure, B-2, B-3Built to Last, 21–22Business drivers, for

corporate communities, 7Business strategy,

evaluating transformationand, 79

–C–

Campanello, Russ, 32–36Camus, Albert, 1–2, 83Cancer, B-1Capacity, for change, 63Career development model,

A-7Carkhuff, Robert, 3–4, 83Center for Psychiatric

Rehabilitation, 45Central Unitarian

Universalist Church, 48Centura Health, 50–52

Index

Change effort. SeeTransformation

Change, Quality of WorkLife Survey on, C-5

Chan, Luke, 43–44Character Analysis, 5Charity, support of, 82Charles, Ray, viiChi Gong, 43–44Child care benefits, 27Children on the Green, 46ChiLel Chi Gong, 43–44Cholesterol, B-3Cohen, Barry, 41–45Collaboration

Quality of Work LifeSurvey on, C-4

relation to healthycommunity, 7, 25, 48,83

spiritual leadership and, v

transformation and, 4Collins, Jim, 21–22Commitment

to change, 63assessing, 64–66

to excellence, 24to personal

development, 27to shared values, 22

Communicationhealthy community and,

13interpersonal skill, B-6open, 25Quality of Work Life

Survey on, C-2–C-3transformation and,

73–75


I-2

Community. See entriesunder community;Connectedness;Organizational community

Community building, loveand, 4–5

Community development,v–vi

Community leadership,46–47

Community values, A-6Compassion, 31Compensation, A-5Compliance, 64Computervision, 41Confidentiality, C-3Conflict resolution, 29, C-3,

C-4Connectedness, 27–28, 31,

56, A-8, B-7Consensus decision

making, 70Conservation, 65Consumer Price Index

(CPI), 10Continuous creativity,

14–19, 31, A-6Corporate culture, health

promotion and, 37–38Courage, 31Covey, Stephen, 77Creativity

continuous, 14–19, 31,A-6

marketplace demandfor, 7

spiritual leadership and, v

Index

I-3

Culturehealth care cost and,

58transformation and, 63

Culture audit, 49Culture capital, 18Customer capital, 19Customer relationships

healthy community and, 7

Quality of Work LifeSurvey on, C-13

Customer satisfaction, A-8

–D–

Day care benefit, 35de Bingen, Hildegard, viiDecency, 31Decision-making processes,

21–22Decision support

information, 78Delivery, of transformation,

62, 73–76Demographic measures,

evaluation and, 78–79Descartes, Rene, viiDesign, of transformation,

62, 69–72Determination, of

transformation, 62, 77–79The Development of Human

Resources, 3–4Development opportunities,

82Diabetes, B-1, B-3Diagnosis, preceding

transformation, 62, 67–68Diet, A-3, B-4, B-5

Dignity, C-12Dilbert, vi, 13Disability incidence, A-2Discrimination, C-12Disease

health and, 55, 57prevention, 10

Diversityrespect for, 25, A-2,

C-12in transformation team,

69–70Diversity training, 65, A-7Domestic partner benefits,

33–35Driving, safe, B-3Dysfunctional organizations,

1–2transforming, 2–4

–E–

EAP. See Employeeassistance program

Effectiveness,transformation andorganizational, 4, 83

Elder care benefits, 27Emerson, Ralph Waldo, viiEmotional criteria, for

spiritual leadership, 31Emotional health, 11–12Emotional indicators, of

healthy community,20–27, A-6–A-7

Emotional values, 25Emotions, expression of in

healthy community, 27Empathy, 13

Employee AssistanceProgram (EAP), 38–39,65, A-7

Employee benefits, 27,33–35, 64, C-11

Employee commitment,organizational support forpersonal developmentand, 27

Employee communication,transformation and, 73–75

Employee newsletters,74–75

Empowerment, 14, C-10Enhancement, 65Environment, stewardship

of, 26. See also Workenvironment

Equal opportunity, C-12Equal opportunity policies,

A-2Ergonomics, A-2Ethical leadership, 26Ethics, spiritual leadership

and, viEvaluation, 77–79

objectives, 77–78planning, 78–79

Excellence, 24Executive leadership role

modeling, 75Exercise, A-3, B-6External publications, 78Extraordinary Minds, 28

–F–

Fairness, 25, C-12Family, work/family balance,

65, C-11


I-4

Family health history, B-1Feedback, 28, A-5, A-8,

C-3, C-6Ficino, Marsilio, vii, 17Financial capital, 19First Night Morris, 46Fitness, 11Fitness centers, 39Flextime, A-3, C-11Foods

healthy, B-5options, A-3unhealthy, B-4

Forney, Mike, 494D process, 59–63, 65

vs. traditional models,81–82

Front-line managers,communicating changeand, 74

–G–

Gardner, Howard, 28Garner, John Nance, viiGreetings, 29Grievance process, A-2Gurdjieff, G. I., 6, 83

–H–

Habits, of dysfunctionalorganization, 2, 83

Harassment policies, A-2Harvard Business Review,

35Haymarket People’s Fund,

32Hazard communication and

training, 9

Index

I-5

Healthdefining, 55–56emotional, 11–12, 57enhancers, B-5–B-7intellectual, 57modifiable risk factors,

B-2–B-5physical, 57Quality of Work Life

Survey on, C-9sense of at work, 56spiritual, 57systems view of, 9–12unchangeable risk

factors, B-1–B-2Health Ambassadors, 75Health and healing program,

43–44Health benefit plan, 64Health care costs, 9–10, 11,

65–66, A-3systems approach to

health and, 58Health education, 65Health history, B-1Health improvement goals,

74Health incentive systems,

A-3Health-promotion program,

culture-based, 37–40Health risk, A-3, B-1–B-5Health status, A-3Healthy community. See

Organizationalcommunity, healthy

Healthy PartnershipProgram, 33

Heart disease, B-1

Hierarchy of needs, 22Hoffman, Nancy, 50–52Honesty, 28, A-8Housing Partnership, 46Human resources,

reengineering, 35–36Hypertension, B-2, B-3

–I–

IBM, 35, 36Ideation Age, 14Illness, 57Infrastructure, for

transformation, 75–76Innovation, 31Integrity, 26, 31, A-8Intellectual capital, 31, A-6

development measuresof, 18–19

Intellectual criteria, forspiritual leadership, 31

Intellectual indicators, ofhealthy community,12–19, A-4–A-6

Intellectual values, 24Interdependence, v, 26, A-8Internal publications, 78Interpersonal

communication skill, B-6Involvement, 24

–J–

Job satisfaction, B-6Johnson, Dorothea, 37–40,

59Joy, 28–29, 31, A-8Julian, Dame, vii, 17Jung, Carl, vii, 17

–K–

Kapor, Mitch, 32Knowledge capital, 18Kundera, Milan, vii, 17

–L–

Larson, Bob, 48–49Larson Financial Resources,

46, 49–50Larson, Gus, 49Larson Mortgage, 48Leadership

Age of Ideation and, vifor healthy

communities, 12as performance

dimension, A-4role modeling, 75sole vs. soul, v–visystems approach and,

65for transforming

dysfunctionalorganization, 6

Learningorganizational support

for, 13, 24, 27transformation and, 4,

82, 83Lifestyle behavior, 43,

57–58, A-1healthy community and,

9–12, A-3See also Behavior

Lifestyle skill-buildingprograms, A-3

Lotus DevelopmentCorporation, 32–36


I-6

Love, community buildingand, 4–5, 83

Lowell Technology Institute,36

–M–

Management development,health and, 65

Management stylehealth care cost and,

58healthy community and,

12–14productive, A-4–A-5rating chart for, 15–16

Manager self-assessments,74

Manzi, Jim, 32, 34Marketplace, relation to

healthy community, 7Medical model, of health, 65Meetings with Remarkable

Men, 6Mental health claims, A-7Mentoring programs, 27Microsoft, 35Mission, 20Mission statements, 20, A-6Morris Shelter, 46Morris 2000, 47Myers-Briggs Personality

Test, 49

–N–

NerveWire, 32Nets, Inc., 32Nietzsche, Friedrich, 2–3,

83

Index

I-7

Normscommitment to

excellence, 24fairness, 25health-enhancing

social, 59integrity, 26interdependence, 26involvement, 24learning, 24open communications,

25productivity, 23profitability, 23respect, 25shared values for

healthy communities,22–26

stewardship, 26teamwork, 25

Northern Telecom, 58Nurse advisory services,

A-3Nutrition, 11

–O–

Obesity, 11, B-3Operating principles, at

Lotus DevelopmentCorporation, 32–33

Organizational community,healthy

characteristics of, 7–29emotional indicators of,

20–27, A-6–A-7intellectual indicators of,

12–19, A-4–A-6outcome indicators of,

A-2–A-8

physical indicators of,8–12, A-1–A-3

process indicators of,A-2–A-8

spiritual indicators of,27–29, A-7–A-8

Organizational dysfunction,1–2

assessing degree of,55–60

transforming, 2–4Organizational support, for

personal development,27, A-7

Organizational SupportIndicator, 27

OSHA regulations, 9, A-2Otto, Rudolf, viiOutcome evaluation, 79Outcome indicators, of

healthy communities, A-2–A-8

–P–

Parametric Technology,41–45

Participation, healthycommunity and, 13

Partnerships, 31People capital, 18Performance, 31, 49Performance dimensions,

A-4–A-5Performance management,

A-4–A-5Performance plans, A-4Personal development,

organizational support for,27, A-7

Personal health history, B-1Physical indicators, of

healthy community, 8–12,A-1–A-3

Physical values, 23The Plague, 1–2Plato, vii, 17Plotinus, vii, 17Possibilities Profile, B-1–B-7Practices, alignment with

values, 50Prejudice, C-12Prevention, of disease, 10Process evaluation, 78–79Process indicators, of

healthy communities, A-2–A-8

Productivity, 23, 31, A-3, C-8

Profitability, 17, 23, 31, 49Psychiatric rehabilitation, 45Publications

external, 78internal, 74–75, 78

Public health model, ofhealth, 65

Public Service of Indiana,58

Pulse surveys, 74

–Q–

Quality, 24, C-8Quality of Work Life Survey,

C-1–C-13on continuous creativity,

17, A-6developing action plans

using, 74


I-8

on interdependenceand integrity, A-8

on management styles,A-5

on personaldevelopment, A-7

on recognition, A-7on respect and fairness,

A-7on shared values, A-6

Quarterly reports, 77

–R–

Rating unproductivemanagers, 15–16

Recognition, 13, A-7, C-7Recruitment, healthy

community and, 7Reich, Wilhelm, 4–5, 83Relationship selling, 47Relationships, emphasis on,

82Remarkable person,

defined, 6Renewal efforts, 82Resources

fair allocation of, 25stewardship of, 26

Respect, 25, 42, C-12Responsibility, fair allocation

of, 25Results, of change, 77–79Results orientation, 31The Review, 35Rewards, 13, C-7Risk factors, for disease

health and, 55, 57modifiable, B-2–B-5

Index

I-9

reduction of, 65unchangeable, B-1–B-2

Role ambiguity, 20

–S–

Sabbaticals, 27Safety, 8–9, A-1, A-2, C-9Saint Anthony Hospital, 50Schwarz, Roger M., 70Schweitzer, viiScreening efforts, 65Seatbelts, B-3Security, 8–9, 13, A-2Sedentary lifestyle, 11Selected compliance, 64Self-esteem, B-7Self, time for, B-5Sendell, Stuart, 46–50Senior management,

commitment to changeand, 66

Service, 24Sex, B-1Shared values, 20–26, 31

emotional, 25high performance on,

A-6intellectual, 24physical, 23spiritual, 26

Social activities, 82Social norms, health-

enhancing, 59Sole leadership, v, viSoul committee, 32, 82Soul, defined, vii, 17Soul leadership. See

Spiritual leadership

Spiritual indicators, ofhealthy community,27–29, A-7–A-8

Spiritual leadershipcriteria for, 31defined, v–virole models, 31–52

Spiritual values, 26Staff meetings, to

communicate change, 74Stakeholders, involving in

transformation, 74, 81Stewardship, 26Strategic plan, 69, 70Strengths, acknowledging,

28Stress, 11, 12–13, B-4, C-11Stroke, B-1Succession planning, A-5,

A-7Success, measures of, 82Support, 27, 56, A-7

–T–

Talking points, to introducechange, 74

Teamscreating transformation

team, 69–72leadership for, 42Quality of Work Life

Survey on, C-4Teamwork, 25, A-4360-degree feedback, A-5Thus Spake Zarathustra,

2–3Time for self, B-5Tobacco use, B-2

Total Life Concept (TLC),37, 39–40

Transformation, 53–79assessing degree of

organizationaldysfunction, 55–60

assessingorganizationalcommitment/capacityto change, 64–66

delivery phase, 73–76design phase, 69–72determination phase,

77–79diagnosis phase, 67–68of dysfunctional

organizations, 2–4implementation

problems, 54leadership for, 6unsettled period of, 53using systematic

process for, 61–63Transformation team, 69–72

work session agenda,71

Trimester reports, 77Trust, C-4Tuition reimbursement, 27,

A-7Turnover, A-8

–U–

Unitarian Universalism, 48


I-10

–V–

Vacation time, 27Values

defining core, 82relation to behavior, 13,

50shared. See Shared

valuesspiritual leadership and,

viValue statements, 21–22Vision, 20, 27, 72Vision statement, 20, 82,

A-6Volunteering, 82

–W–

Weakness, acknowledging,28

Weight, B-3WellCentura, 50Wellness, 57Wellness programs, 27,

50–51, 57culture-based, 37–40

Whitman, Walt, viiWhole person development,

A-8Wordsworth, William, viiWork environment

practices in, A-1, A-2Quality of Work Life

Survey on, C-9safety and, 8–9sense of health and, 56

Workers’ compensation, A-2Work/family balance, 65,

C-11

the manager's pocket guide to spiritual leadership (manager's pocket guide series)

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